生產(chǎn)管理概論

1、個案討論全球市佔率第一的汽車廠，BENZ？BMW？GM ？ TOYOTA？(JIT ，Quality Management)Wal-Mart低價戰(zhàn)略的背後推手(Supply Chain Management)汽車週休三日(Capacity Planning)鴻海裁過頭，回補萬名員工(Aggregate Production Planning)消費券對3C產(chǎn)業(yè)的影響(Bullwhip Effect)生產(chǎn)線上看起來很忙碌(Work Study，Scheduling ， Quality Management，Just in Time)黑蔡的埋怨(Bullwhip Effect，Distributio

2、n Channels)FedEx (speed) vs. 宅配 (low cost，dependable deliveries ，door to door).企業(yè)功能生產(chǎn)：透過轉(zhuǎn)換過程將各種投入資源轉(zhuǎn)換成最終產(chǎn)品與服務(wù)。行銷：發(fā)掘消費者實質(zhì)或潛在的需求，並透過各種手段加以滿足。人力資源管理：配合組織的戰(zhàn)略及各項作業(yè)需求，適時的提供所需人力在質(zhì)與量上的滿足。研討發(fā)展：配合組織的戰(zhàn)略需求，維持組織的產(chǎn)品與製程技術(shù)在一定水準(zhǔn)上的程度，以求提昇企業(yè)的競爭力。財務(wù)：配合組織各項作業(yè)，找尋適當(dāng)資金來源，以最低的資金本錢滿足組織資金需求，並將風(fēng)險控制在可以接受範(fàn)圍之內(nèi)。資訊：籌建組織的資訊系統(tǒng)，提供組織各階

3、層所需的資訊，以援助內(nèi)部作業(yè)、輔助決策制定，或以網(wǎng)路連結(jié)上、下游的供應(yīng)商、通路與顧客，追求提昇企業(yè)的競爭優(yōu)勢。.管理功能規(guī)劃：界定組織的目標(biāo)，並找尋達(dá)成目標(biāo)的手段或方法。組織：界定各單位的業(yè)務(wù)職掌與權(quán)責(zé)，建立分工協(xié)作的關(guān)係。領(lǐng)導(dǎo)：激勵員工使其朝向組織的目標(biāo)努力，提供最大貢獻?？刂疲赫莆諛I(yè)務(wù)的進行方向，以追求組織目標(biāo)的達(dá)成。.企業(yè)管理矩陣行銷生產(chǎn)人事財務(wù)資訊研發(fā)規(guī)劃組織領(lǐng)導(dǎo)控制.作業(yè)管理的意義管理是藉由計劃、組織、用人、領(lǐng)導(dǎo)、控制等功能性的活動，使組織內(nèi)部的人物、設(shè)備、錢、資訊、時間等資源有效地整合與運用，俾達(dá)組織所追求的目標(biāo)，並達(dá)成內(nèi)、外部顧客最大的滿足。.生產(chǎn)系統(tǒng)投入 土地 勞動 資本轉(zhuǎn)換過

4、程 產(chǎn)出 貨品 服務(wù)控制回饋回饋回饋 附加價值.附加價值作業(yè)功能的本質(zhì)是在轉(zhuǎn)換的過程中添加價值。附加價值(value-added)：投入本錢與產(chǎn)出價值或價格之間的差異。 .ProcessesProcesses should add value.Processes can be broken down into sub-processes, which in turn can be broken down further.Any process that is part of a larger process is considered a “nested process.Each proces

5、s and each nested process has inputs and outputs.External vs. Internal CustomersExternal Customers are those who purchase the goods and services.Internal Customers are those who receive the output of others within the firm. They are part of the transformation process.Inputs from other processesTrans

6、formation Processes(Adding value)Outputs to Internal or to External customers.問題討論提升效率 壓縮工時.Value ChainsValue chains are an interrelated series of processes that produce a service or product to the satisfaction of customers.Value chains may have core processes or support processes.Core processes del

7、iver value to external customers.Support processes provide vital inputs for the core processes.Core ProcessesCustomer relationship processesIdentify, attract, and build relationships with external customers and facilitate the placement of orders.New service/product development processesDesign and de

8、velop new services or products from inputs received from external customer specifications.Order fulfillment processesThe activities required to produce and deliver the service or product to the external customers.Supplier relationship processesSelect suppliers of services, materials and information

9、and facilitate the timely and efficient flow of these items into the firm.問題討論顧客要什麼 wii vs. PS3Dell 的勝利中衛(wèi)體系 vs. 彼此競爭的供應(yīng)商.Operations as the Technical Core Operations Finance/AccountingHuman ResourcesMarketingSuppliersProduction andInventory dataCapital budgeting requestsCapacity expansion andTechnolo

10、gy plansBudgetsCost analysisCapital investmentsStockholder requirementsOrders for materialsProduction and deliverySchedules QualityRequirements Design/Performance specsMaterial availabilityQuality dataDelivery schedulesDesignsProduct/ServiceAvailabilityLead-time estimatesStatus of orderDelivery sche

11、dulesSales forecastsCustomer ordersCustomer feedbackPromotionsPersonnel needsSkill setsPerformance evaluationsJob design/workmeasurementHiring/firingTrainingLegal requirementsUnion contract negotiations.作業(yè)管理的範(fàn)籌1系統(tǒng)設(shè)計產(chǎn)品與服務(wù)的設(shè)計製程選擇產(chǎn)能規(guī)劃設(shè)施規(guī)劃任務(wù)系統(tǒng)的設(shè)計系統(tǒng)作業(yè)品質(zhì)控制總體規(guī)劃存量管理物料需求計劃專案管理.Operations Roadmap(作業(yè)管理的範(fàn)籌2)Com

12、peting with OperationsOperations As a Competitive Weapon1Operations Strategy2Process Design Strategy3Designing Value ChainsSupply Chain Design9Lean Systems11Location10Designing and Improving ProcessesProcess Analysis4Process Performance and Quality5Process Capability6Process Layout7Planning andManag

13、ing Projects8Operating Value ChainsInformation Technologyand Value Chains12Forecasting13InventoryManagement15ResourcePlanning16Scheduling17Aggregate Planning14Outcomes.作業(yè)管理的責(zé)任(作業(yè)管理的範(fàn)籌3)產(chǎn)品 & 服務(wù)規(guī)劃產(chǎn)能地點自製或外購佈置專案排程控制存貨品質(zhì)本錢生產(chǎn)力組織中央集權(quán)的程度製程選擇用人雇用/遣散加班指導(dǎo)獎勵計畫任務(wù)命令任務(wù)指派.Historical Events in OMIndustrial Revolutio

14、nScientific ManagementHuman RelationsManagement ScienceQuality RevolutionGlobalizationInformation Age/Internet Revolution.Historical Events in OMIndustrial RevolutionSteam engine1769James WattDivision of labor1776Adam SmithInterchangeable parts1790Eli WhitneyScientific ManagementPrinciples1911Freder

15、ick W. TaylorTime and motion studies1911Frank & Lillian GilbrethActivity scheduling chart1912Henry GantMoving assembly line1913Henry Ford.Historical Events in OMHuman RelationsHawthorne studies1930Elton MayoMotivation theories1940sAbraham Maslow1950sFrederick Hertzberg1960sDouglas McGregorManagement

16、 ScienceLinear programming1947George DantzigDigital computer1951Remington RandSimulation, PERT/CPM, 1950sOperations researchWaiting line theory groupsMRP1960sJoseph Orlicky, IBM.Historical Events in OMQuality RevolutionJIT1970sTaiichi Ohno, ToyotaTQM1980sW. Edwards Deming,Joseph Juran, et. al.Strate

17、gy and operationsSkinner, HayesReengineering1990sHammer, ChampyWorld Trade Organization1990sNumerous countriesand companiesGlobalizationEuropean Union and1970sIBM and othersother trade agreementsEDI, EFT, CIM1980s.Historical Events in OMInformation Age/Internet RevolutionInternet, WWW, ERP1990sARPAN

18、ET, TimSupply chainBerners-Lee, SAP, i2management,Technologies, ORACLE,E-commercePeopleSoft, Amazon,Yahoo, eBay,and others.生產(chǎn)系統(tǒng)的分類依標(biāo)準(zhǔn)化程度分類標(biāo)準(zhǔn)化的產(chǎn)出客製化的產(chǎn)出依生產(chǎn)型態(tài)分類大量生產(chǎn)批量生產(chǎn)個別批生產(chǎn)專案生產(chǎn)產(chǎn)品製造與服務(wù)作業(yè).服務(wù)是無形的，而產(chǎn)品是有形的。服務(wù)的產(chǎn)出多與服務(wù)的消費同時發(fā)生。服務(wù)業(yè)經(jīng)常有顧客參與在整個流程中。服務(wù)業(yè)的產(chǎn)能易消逝性。服務(wù)的地點要遷就顧客。服務(wù)業(yè)屬勞力密集產(chǎn)業(yè)。服務(wù)的績效不易衡量。 服務(wù)業(yè)與製造業(yè)的差異.問題討論熱忱、貼心、舒適

19、的定義? 教師、醫(yī)師的績效評估內(nèi)涵與方式?顧客埋怨大排長龍浪費時間假日爆滿，平時冷清.製造和服務(wù)的比較分析特性產(chǎn)出與顧客接觸程度投入的一致性勞力密集程度產(chǎn)出的一致性生產(chǎn)力的衡量品質(zhì)改善的機會 製造有形產(chǎn)品低高低高容易高服務(wù)無形服務(wù)高低高低困難低High.生產(chǎn)力 (productivity)生產(chǎn)力乃企業(yè)資源投入與產(chǎn)出的比例生產(chǎn)力=產(chǎn)出/投入單項生產(chǎn)要素生產(chǎn)力產(chǎn)出/(單項投入生產(chǎn)要素)多項生產(chǎn)要素生產(chǎn)力(multifactor productivity)產(chǎn)出/(多項投入生產(chǎn)要素)總生產(chǎn)力產(chǎn)出/(一切投入生產(chǎn)要素).各種不同的生產(chǎn)力衡量單項生產(chǎn) 產(chǎn)出 產(chǎn)出 產(chǎn)出 產(chǎn)出要素生產(chǎn)力 勞工 機器 資本 能

20、源多項生產(chǎn) 產(chǎn)出 產(chǎn)出要素生產(chǎn)力 勞工 +機器 勞工 + 資本 + 能源 總生產(chǎn)力 產(chǎn)品或服務(wù)之產(chǎn)出 一切投入的生產(chǎn)要素.問題倉頡 vs. 無蝦米鍵盤 vs. 語音輸入一分鐘100個字，錯誤率15% vs. 一分鐘90個字，錯誤率0有20份文件待打，先打哪一份？.影響生產(chǎn)力的要素資本品質(zhì) 技術(shù) 管理方法.生產(chǎn)力衡量之問題品質(zhì)未考慮到與顧客滿意度親密相關(guān)的品質(zhì)外部要素生產(chǎn)力的提升是由於外部大環(huán)境的改善所產(chǎn)生的綜合結(jié)果。例如，資訊科技的發(fā)展量度的基準(zhǔn)不一.改進生產(chǎn)力的方法發(fā)展生產(chǎn)力之衡量方法確定瓶頸作業(yè)發(fā)展提昇生產(chǎn)力的辦法擬定合理的生產(chǎn)力改善目標(biāo)組織管理階層的支持衡量生產(chǎn)力改進績效並公告周知(控制

21、、資訊回饋)勿將生產(chǎn)力與效率混淆在一同.競爭要素本錢Low-cost operations品質(zhì)Top qualityConsistent quality產(chǎn)品差異化服務(wù)時間Fast delivery timeOn-time deliveryDevelopment speedTime-based competition彈性CustomizationVolume flexibility.生產(chǎn)系統(tǒng)演進與競爭優(yōu)勢的關(guān)係競 爭 優(yōu) 勢 手工藝生產(chǎn)大量生產(chǎn)豐田生產(chǎn)及時生產(chǎn)零存貨生產(chǎn)矯捷製造本錢品質(zhì)彈性時間1920195019802000.服務(wù)戰(zhàn)略1標(biāo)準(zhǔn)化服務(wù)戰(zhàn)略(standardized-services

22、strategy)Competitive prioritiesConsistent qualityOn-time deliveryLow costs例如，F(xiàn)edEx接單組裝服務(wù)戰(zhàn)略(assemble-to-order services strategy)Competitive prioritiescustomizationFast delivery time例如，速食店.服務(wù)戰(zhàn)略2客製化服務(wù)戰(zhàn)略(customized-services strategy)Competitive prioritiesHigh-performance designCustomization例如，眼鏡行.案例討論10

23、0元剪髮 vs. 750剪髮便利商店 vs. 大賣場.製造戰(zhàn)略1存貨生產(chǎn)戰(zhàn)略(make-to-stock strategy)Competitive prioritiesConsistent qualityLow costs例如，可樂接單組裝製造戰(zhàn)略(assemble-to-order manufacturing strategy)Competitive prioritiesCustomizationFast delivery time例如，傢俱業(yè).製造戰(zhàn)略2接單生產(chǎn)戰(zhàn)略(make-to-order strategy)Competitive prioritiesCustomization例如，特

24、殊醫(yī)療器材.大量客製化(Mass Customization)MeaningAn example of the assemble-to-order strategy, whereby a firms flexible processes generate customized products or services in high volumes at reasonably low costs.Successful keyPostponing the task of differentiating a product or service for a specific customer un

25、til the latest possible moment.Implications of mass customization1Product or service implicationsA product or service should be designed so that it consists of independent modules that can be assembled into different forms easily and inexpensively.Implications of mass customization2Process implicati

26、onsProcesses should be designed so that they can be used to meet a wide variety of needs.One key to supporting mass customization is to design processes as independent modules that can be arranged to provide customization at the latest possible moment.Implications of mass customization3Internet impl

27、icationsWeb pages can be designed to attract customers and allow them to configure their own products or services easily and quickly.案例Dell Computerdell.tw .問題討論腳踏車業(yè)者大量客製化之可行性.企業(yè)趨勢企業(yè)e化供應(yīng)鏈品質(zhì)與流程改進科技的創(chuàng)新全球化作業(yè)戰(zhàn)略環(huán)境議題企業(yè)精簡精實生產(chǎn)(lean production).Categories of E-CommerceBusinessConsumerBusinessConsumerB2BComme

28、rceoneB2CAmazonC2BPricelineC2CeBay.A New Value ChainManufacturerWholesaler/distributor Retailer Consumer InfomediaryManufacturer E-Retailer Aggregator Portal Consumer ManufacturerWholesaler/distributor Retailer Consumer (a) Traditional Value Chain(b) Intermediaries Eliminated (Deintermediation)(b) N

29、ew Intermediaries Introduced (Reintermediation).New intermediaries of value chainportals (ex. Google) through which consumers access the Web, perform searches, and have the opportunity to link directly to other sites.aggregators (ex. espressotop50 )that bring together related sites or sites of interest to affiliated groups.e-retailers (ex. wholelattelove )that act as virtual med