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1、http:/ Operations Management运营管理云南大学商旅学院 吴奇志1http:/ Please ContactCell Phone：0871-6770167 Email： 2http:/ AnnouncementPlease notify me in advance if you are absent or late,taking a French leave is not allowed.According to the rules made by MBA office,those who are absent one third or above from the t
2、otal classes will be barred from the final exam,no matter what grade you get in the other 2!3http:/ If you have any comments,please feel free to let me know,either by email,phone call or face-to-face talk,Id prefer the latter for its high efficiency.Your suggestions are welcomed so I am open to them
3、 all the time.Besides,Id like you to treat me not only like a teacher,but a friend as well.Thanks for the POM course,for it serves as a bridge between us.4http:/ Performance AppraisalParticipation&Attendance：25%Assignment&Case Study in Written Form：25%Final Exam：50%5http:/ Operations Management for
4、Competitive Advantage Richard B.Chase,Nicholas J.Aquilano,F.Robert Jacobs Ninth Edition McGraw-HillText Book6http:/ Main Reference Books1 Operations ManagementJay Heizer,Barry Render/Seventh Edition/Pearson Education2 Operations ManagementWilliam J.Stevenson/Seventh Edition/McGraw-Hill7http:/ Guidel
5、ine in Teaching This Course Focus on birds-eye view of POM rather than a certain specific content,Focus on the managerial matter of POM rather than methodologies and techniques,Focus on the most useful segments of POM rather than a comprehensive ones,andLecture,case study(assignment),discussion,and
6、site touring(speeches given by celebrities of POM)will comprise the total activities of this course.8http:/ How to Become A POM Expert?You should have a sound mathematical sense for so many POM problems need to be calculated,You should have a good knowledge of computer science for it is a valuable t
7、ool to tackle POM problems,You should deal with the real problems by using the book knowledge,Last,not least,you should be familiar with the English language because the newly emerged POM techniques are mostly explained in this language.9http:/ Operations ManagementIntroduction to Operations Managem
8、entChapter 110http:/ OutlineWHAT IS OPERATIONS MANAGEMENT?THREE ORGANIZATIONAL FUNCTIONSWHY STUDY OM?OPERATIONS DESCISIONSWHAT OPERATIONS MANAGERS DOWHERE ARE THE OM JOBS?11http:/ Outline-ContinuedTHE HERITAGE OF OPERATIONS MANAGEMENTOPERATIONS IN THE SERVICE SECTORDifferences between Goods and Serv
9、icesGrowth of ServicesEXCITING NEW TRENDS IN OPERATIONS MANAGEMENT12http:/ Learning ObjectivesWhen you complete this chapter,you should be able to:Identify or Define:Operations Management(OM)What operations managers doServices13http:/ Learning Objectives-ContinuedWhen you complete this chapter,you s
10、hould be able to:Describe or Explain:A brief history of operations managementCareer opportunities in operations managementThe future of the discipline14http:/ What Is Operations Management?Production is the creation of goods and servicesOperations management is the set of activities that creates val
11、ue in the form of goods and services by transforming inputs into outputs15http:/ Types of OperationsOperationsExamplesGoods ProducingFarming,mining,construction,manufacturing,power generationStorage/TransportationWarehousing,trucking,mailservice,moving,taxis,buses,hotels,airlinesExchangeRetailing,wh
12、olesaling,banking,renting,leasing,library,loansEntertainmentFilms,radio and television,concerts,recordingCommunicationNewspapers,radio and televisionnewscasts,telephone,satellites16http:/ Operations as a SystemTransformation(Conversion)ProcessEnergyMaterialsLaborCapitalInformationGoods orServicesFee
13、dback information forcontrol of process inputsand process technology17http:/ TransformationsPhysical-manufacturingLocational-transportationExchange-retailingStorage-warehousingPhysiological-health careInformational-telecommunications18http:/ Food ProcessInputsProcessingOutputsRaw VegetablesCleaningC
14、anned vegetablesMetal SheetsMaking cansWaterCuttingEnergyCookingLaborPackingBuildingLabelingEquipment19http:/ Hospital ProcessInputsProcessingOutputsDoctors,nursesExaminationHealthy patientsHospitalSurgeryMedical SuppliesMonitoringEquipmentMedicationLaboratoriesTherapy20http:/ Organizational Functio
15、nsEssential functions:Operations creates the product or serviceMarketing generates demand,Gets customersFinance/accounting tracks organizational performance,pays bills,Obtains funds and Tracks money21http:/ Functions-BankOperationsFinance/AccountingMarketingCheckClearingTellerSchedulingTransactionsP
16、rocessingSecurityCommercial Bank 1984-1994 T/Maker Co.Example 122http:/ Organizational ChartsCommercial BankOperationsTeller SchedulingCheck ClearingTransactions processingFacilities design/layoutVault operationsMaintenanceSecurityFinanceInvestmentsSecurityReal EstateAccountingAuditingMarketingLoans
17、 Commercial Industrial Financial Personal MortgageTrust Department23http:/ Functions-AirlineOperationsFinance/AccountingMarketingGroundSupportFlightOperationsFacilityMaintenanceCateringAirline 1984-1994 T/Maker Co.Example 224http:/ Organizational ChartsAirlineOperationsGround support equipmentMainte
18、nanceGround Operations Facility maintenance Catering Flight Operations Crew scheduling Flying Communications DispatchingManagement scienceFinance&AccountingAccountingPayablesReceivablesGeneral LedgerFinanceCash controlInternational exchange ratesMarketingTraffic administrationReservationsSchedulesTa
19、riffs(pricing)SalesAdvertising25http:/ Functions-ManufacturerOperationsFinance/AccountingMarketingProductionControlManufacturingQualityControlPurchasingManufacturingExample 326http:/ Organizational ChartsManufacturingOperationsFacilities:Construction:maintenanceProduction&inventory control Schedulin
20、g:materials controlSupply-chain managementManufacturing Tooling,fabrication,assemblyDesign Product development and design Detailed product specificationsIndustrial engineering Efficient use of machines,space,and personnelProcess analysis Development and installation of production tools and equipment
21、Finance&AccountingDisbursements/credits Receivables Payables General ledgerFunds Management Money market International exchangeCapital requirements Stock issue Bond issues and recallMarketingSales promotionsAdvertisingSalesMarket research27http:/ Identifying Critical Success FactorsDecisionsSample O
22、ptionProductCustomized,or standardizedQualityDefine customer expectations and how to achieve themProcessFacility size,technology,capacityLocationNear supplier or customerLayoutWork cells or assembly lineHuman resourceSpecialized or enriched jobsSupply chain Single or multiple source suppliersInvento
23、ryWhen to reorder,how much to keep on handScheduleStable or fluctuating productions rateMaintenance Repair as required or preventive maintenanceMarketingServiceDistributionPromotionChannels of distributionProduct positioning(image,functions)Finance/AccountingLeverageCost of capitalWorking capitalRec
24、eivablesPayablesFinancial controlLines of creditProduction/Operations28http:/“The manufacturing business of tomorrow will not be run by financial executives,marketers,or lawyers inexperienced in manufacturing,as so many U.S.companies are today.”Peter DruckerThe Importance of OM in Tomorrow29http:/ 关
25、注生关注生产环节产环节的管理的管理QualityControlMarketingPOMHRMWorld War1960s s1970s1980s1990s21th CenturyOM Is Becoming A Critical Success Factor in the 21th Century30http:/ Why Study OM?OM is one of three major functions(marketing,finance,and operations)of any organization.We want(and need)to know how goods and se
26、rvices are produced.We want to understand what operations managers do.OM is such a costly part of an organization.31http:/ Fisher Technologies is a small firm that merely survives in stifling competition in a certain field.In order to be more competitive,Fisher Technologies needs to update its obsol
27、ete production equipment by applying a bank loan,so the company is making three optional plans in term of marketing,financing and production respectively aiming to improve profit,but which one is the most feasible?Case Study32http:/ Options for Increasing Contribution33http:/ Ten Critical DecisionsS
28、ervice,product designQuality managementProcess,capacity designLocation Layout design Human resources,job designSupply-chain managementInventory management Scheduling Maintenance 34http:/ The Critical DecisionsQuality managementWho is responsible for quality?How do we define quality?Service and produ
29、ct designWhat product or service should we offer?How should we design these products and services?35http:/ The Critical Decisions-ContinuedProcess and capacity designWhat processes will these products require and in what order?What equipment and technology is necessary for these processes?LocationWh
30、ere should we put the facilityOn what criteria should we base this location decision?36http:/ The Critical Decisions-ContinuedLayout designHow should we arrange the facility?How large a facility is required?Human resources and job designHow do we provide a reasonable work environment?How much can we
31、 expect our employees to produce?37http:/ The Critical Decisions-ContinuedSupply chain managementShould we make or buy this item?Who are our good suppliers and how many should we have?Inventory,material requirements planning,How much inventory of each item should we have?When do we re-order?38http:/
32、 The Critical Decisions-ContinuedIntermediate,short term,and project schedulingIs subcontracting production a good idea?Are we better off keeping people on the payroll during slowdowns?MaintenanceWho is responsible for maintenance?When do we do maintenance?39http:/ Responsibilities of Operations Man
33、agementProducts&servicesPlanningCapacityLocationMake or buyLayoutProjectsSchedulingControllingInventoryQualityOrganizingDegree of centralizationSubcontractingStaffingHiring/laying offUse of OvertimeDirectingIncentive plansIssuance of work ordersJob assignments40http:/ Operations Interfaces with a nu
34、mber of supporting functionsPublic RelationsAccountingIndustrialEngineeringOperationsMaintenancePersonnelPurchasingDistributionMIS41http:/ Where are the OM Jobs42http:/ Where Are the OM Jobs?Technology/methodsFacilities/space utilizationStrategic issuesResponse timePeople/team developmentCustomer se
35、rviceQualityCost reductionInventory reductionProductivity improvement43http:/ The Historic Evolution of Operations ManagementPre-industrial revolutionCraft production:skilled workers,flexible tools,small quantities and customized goodsTraits:production was slow and costly,no economies of scale and t
36、hus on stimulant for production expansion.Industrial revolutionA number of innovations changed the face of production:James Watts steam engine(1764),James Hargreaves spinning jenny(1770)and Edmund Cartwrights power loom(1785).44http:/ The Historic Evolution of Operations Management-ContinuedScientif
37、ic managementBased on observation,measurement,analysis and improvement of work methods,and economic incentives.Until then scientific management turned production from“the rule of thumb”to the“science of management”.Frederick W.Taylor and many other pioneers contributed a lot in this stage.The human
38、relations movementScientific management ignored the human element which was emphasize by a number of psychologists who introduced a series of theories,among them Theory X,Theory Y,and Theory Z are best known.45http:/ The Historic Evolution of Operations Management-ContinuedDecision model and managem
39、ent scienceWith the development of mathematics and due to the World War Two,many newly invented techniques were applied for the civilian use and warfare purpose.Especially,with the advent of personal computer this trend was greatly improved and a new branch of management emerged:management science w
40、hich deal with the problem with mathematical method and computer.The influence of Japanese manufacturersDuring 1970s to now,Japanese manufacturers developed or refined management practices which originated from the West and greatly increased the productivity of their operations and the quality of th
41、eir products and this influence exerts profound impact to their counterparts in the West.46http:/ The Heritage of Operations Management47http:/ Significant Events in Operations Management48http:/ The Heritage of Operations ManagementDivision of labor(Adam Smith 1776 and Charles Babbage 1852)Standard
42、ized parts(Whitney 1800)Scientific Management(Taylor 1881)Coordinated assembly line(Ford/Sorenson/Avery 1913)Gantt charts(Gantt 1916)Motion study(Frank and Lillian Gilbreth 1922Quality control(Shewhart 1924;Deming 1950)Computer(Atanasoff 1938)CPM/PERT(DuPont 1957)49http:/ The Heritage of Operations
43、Management-ContinuedMaterial requirements planning(Orlicky 1960)Computer aided design(CAD 1970)Flexible manufacturing system(FMS 1975)Baldrige Quality Awards(1980)Computer integrated manufacturing(1990)Globalization(1992)Internet(1995)50http:/ Eli WhitneyBorn 1765;died 1825In 1798,received governmen
44、t contract to make 10,000 musketsShowed that machine tools could make standardized parts to exact specificationsMusket parts could be used in any musket 1995 Corel Corp.51http:/ Frederick W.TaylorBorn 1856;died 1915Known as father of scientific managementIn 1881,as chief engineer for Midvale Steel,s
45、tudied how tasks were doneBegan first motion&time studiesCreated efficiency principles 1995 Corel Corp.52http:/ Taylor:Management Should Take More Responsibility forMatching employees to right jobProviding the proper trainingProviding proper work methods and toolsEstablishing legitimate incentives f
46、or work to be accomplished53http:/ Frank&Lillian GilbrethFrank(1868-1924);Lillian(1878-1972)Husband-and-wife engineering teamFurther developed work measurement methodsApplied efficiency methods to their home&12 children!(Book&Movie:“Cheaper by the Dozen,”book:“Bells on Their Toes”)1995 Corel Corp.54
47、http:/ Born 1863;died 1947In 1903,created Ford Motor CompanyIn 1913,first used moving assembly line to make Model TUnfinished product moved by conveyor past work stationPaid workers very well for 1911($5/day!)Model T produced in1908 with 514 min.$850 each by hand to 1.19 min.$290 each in 1926 by mov
48、ing assembly line.Henry Ford Make them all alike!1995 Corel Corp.Any color as long as its black55http:/ W.Edwards DemingBorn 1900;died 1993Engineer&physicistCredited with teaching Japan quality control methods in post-WW2Used statistics to analyze processHis methods involve workers in decisions56htt
49、p:/ Contributions FromHuman factorsIndustrial engineeringManagement scienceBiological sciencePhysical sciencesInformation science 57http:/ Significant Events in OMDivision of labor(Smith,1776)Standardized parts(Whitney,1800)Scientific management(Taylor,1881)Coordinated assembly line(Ford 1913)Gantt
50、charts(Gantt,1916)Motion study(the Gilbreths,1922)Quality control(Shewhart,1924)58http:/ Significant Events-ContinuedCPM/PERT(Dupont,1957)MRP (Orlicky,1960)CADFlexible manufacturing systems(FMS)Manufacturing automation protocol(MAP)Computer integrated manufacturing(CIM)Unlike other fields of science