云南大學商旅學院運營管理三

OperationsManagement

運營管理云南大學商旅學院

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victorwqz@2AnnouncementPleasenotifymeinadvanceifyouareabsentorlate,takingaFrenchleaveisnotallowed.AccordingtotherulesmadebyMBAoffice,thosewhoareabsentonethirdorabovefromthetotalclasseswillbebarredfromthefinalexam,nomatterwhatgradeyougetintheother2!3Ifyouhaveanycomments,pleasefeelfreetoletmeknow,eitherbyemail,phonecallorface-to-facetalk,I’dpreferthelatterforitshighefficiency.YoursuggestionsarewelcomedsoIamopentothemallthetime.

Besides,I’dlikeyoutotreatmenotonlylikeateacher,butafriendaswell.ThanksforthePOMcourse,foritservesasabridgebetweenus.4PerformanceAppraisalParticipation&Attendance：25%Assignment&CaseStudyinWrittenForm：25%FinalExam：50%

5OperationsManagementforCompetitiveAdvantageRichardB.Chase,NicholasJ.Aquilano,F.RobertJacobsNinthEditionMcGraw-HillTextBook6MainReferenceBooks1OperationsManagementJayHeizer,BarryRender/SeventhEdition/PearsonEducation2OperationsManagementWilliamJ.Stevenson/SeventhEdition/McGraw-Hill7GuidelineinTeachingThisCourseFocusonbird’s-eyeviewofPOMratherthanacertainspecificcontent,FocusonthemanagerialmatterofPOMratherthanmethodologiesandtechniques,FocusonthemostusefulsegmentsofPOMratherthanacomprehensiveones,andLecture,casestudy(assignment),discussion,andsitetouring(speechesgivenbycelebritiesofPOM)willcomprisethetotalactivitiesofthiscourse.8HowtoBecomeAPOMExpert?YoushouldhaveasoundmathematicalsenseforsomanyPOMproblemsneedtobecalculated,YoushouldhaveagoodknowledgeofcomputerscienceforitisavaluabletooltotacklePOMproblems,Youshoulddealwiththerealproblemsbyusingthebookknowledge,Last,notleast,youshouldbefamiliarwiththeEnglishlanguagebecausethenewlyemergedPOMtechniquesaremostlyexplainedinthislanguage.9OperationsManagement

IntroductiontoOperationsManagement

Chapter110OutlineWHATISOPERATIONSMANAGEMENT?THREEORGANIZATIONALFUNCTIONSWHYSTUDYOM?OPERATIONSDESCISIONSWHATOPERATIONSMANAGERSDOWHEREARETHEOMJOBS?11Outline-ContinuedTHEHERITAGEOFOPERATIONSMANAGEMENTOPERATIONSINTHESERVICESECTORDifferencesbetweenGoodsandServicesGrowthofServicesEXCITINGNEWTRENDSINOPERATIONSMANAGEMENT12LearningObjectivesWhenyoucompletethischapter,youshouldbeableto:IdentifyorDefine:OperationsManagement(OM)WhatoperationsmanagersdoServices13LearningObjectives-ContinuedWhenyoucompletethischapter,youshouldbeableto:DescribeorExplain:AbriefhistoryofoperationsmanagementCareeropportunitiesinoperationsmanagementThefutureofthediscipline14WhatIsOperationsManagement?ProductionisthecreationofgoodsandservicesOperationsmanagementisthesetofactivitiesthatcreatesvalueintheformofgoodsandservicesbytransforminginputsintooutputs15TypesofOperationsOperationsExamplesGoodsProducingFarming,mining,construction,manufacturing,powergenerationStorage/TransportationWarehousing,trucking,mailservice,moving,taxis,buses,hotels,airlinesExchangeRetailing,wholesaling,banking,renting,leasing,library,loansEntertainmentFilms,radioandtelevision,concerts,recordingCommunicationNewspapers,radioandtelevisionnewscasts,telephone,satellites16OperationsasaSystemTransformation(Conversion)ProcessEnergyMaterialsLaborCapitalInformationGoodsorServicesFeedbackinformationforcontrolofprocessinputsandprocesstechnology17TransformationsPhysical--manufacturingLocational--transportationExchange--retailingStorage--warehousingPhysiological--healthcareInformational--telecommunications18FoodProcessInputsProcessingOutputsRawVegetablesCleaningCanned

vegetablesMetalSheetsMakingcansWaterCuttingEnergyCookingLaborPackingBuildingLabelingEquipment19HospitalProcessInputsProcessingOutputsDoctors,nursesExaminationHealthy

patientsHospitalSurgeryMedicalSuppliesMonitoringEquipmentMedicationLaboratoriesTherapy20OrganizationalFunctionsEssentialfunctions:Operations–createstheproductorserviceMarketing––generatesdemand,GetscustomersFinance/accounting––tracksorganizationalperformance,paysbills,ObtainsfundsandTracksmoney21Functions-BankOperationsFinance/AccountingMarketingCheckClearingTellerSchedulingTransactionsProcessingSecurityCommercialBank?1984-1994T/MakerCo.Example122OrganizationalChartsCommercialBankOperationsTellerSchedulingCheckClearingTransactionsprocessingFacilitiesdesign/layoutVaultoperationsMaintenanceSecurityFinanceInvestmentsSecurityRealEstateAccountingAuditingMarketingLoansCommercialIndustrialFinancialPersonalMortgageTrustDepartment23Functions-AirlineOperationsFinance/AccountingMarketingGroundSupportFlightOperationsFacilityMaintenanceCateringAirline?1984-1994T/MakerCo.Example224OrganizationalChartsAirlineOperationsGroundsupportequipmentMaintenanceGroundOperationsFacilitymaintenanceCateringFlightOperationsCrewschedulingFlyingCommunicationsDispatchingManagementscienceFinance&AccountingAccountingPayablesReceivablesGeneralLedgerFinanceCashcontrolInternationalexchangeratesMarketingTrafficadministrationReservationsSchedulesTariffs(pricing)SalesAdvertising25Functions-ManufacturerOperationsFinance/AccountingMarketingProductionControlManufacturingQualityControlPurchasingManufacturingExample326OrganizationalChartsManufacturingOperationsFacilities:

Construction:maintenanceProduction&inventorycontrol

Scheduling:materialscontrolSupply-chainmanagementManufacturing

Tooling,fabrication,assemblyDesign

ProductdevelopmentanddesignDetailedproductspecificationsIndustrialengineering

Efficientuseofmachines,space,andpersonnelProcessanalysis

DevelopmentandinstallationofproductiontoolsandequipmentFinance&AccountingDisbursements/creditsReceivablesPayablesGeneralledgerFundsManagementMoneymarketInternationalexchangeCapitalrequirementsStockissueBondissuesandrecallMarketingSalespromotionsAdvertisingSalesMarketresearch27Identifying

CriticalSuccessFactorsDecisionsSampleOptionProduct Customized,orstandardizedQuality DefinecustomerexpectationsandhowtoachievethemProcess Facilitysize,technology,capacityLocationNearsupplierorcustomerLayout WorkcellsorassemblylineHumanresourceSpecializedorenrichedjobsSupplychainSingleormultiplesourcesuppliersInventoryWhentoreorder,howmuchtokeeponhandScheduleStableorfluctuatingproductionsrateMaintenanceRepairasrequiredorpreventivemaintenanceMarketingServiceDistributionPromotionChannelsofdistributionProductpositioning(image,functions)Finance/AccountingLeverageCostofcapitalWorkingcapitalReceivablesPayablesFinancialcontrolLinesofcreditProduction/Operations28“Themanufacturingbusinessoftomorrowwillnotberunbyfinancialexecutives,marketers,orlawyersinexperiencedinmanufacturing,assomanyU.S.companiesaretoday.””PeterDruckerTheImportanceofOMinTomorrow29關注生產產環(huán)節(jié)的的管理QualityControlMarketingPOMHRMWorldWarⅡ—1960s1970s—1980s1990s21thCenturyOMIsBecomingACriticalSuccessFactorinthe21thCentury30WhyStudyOM?OMisoneofthreemajorfunctions(marketing,finance,andoperations)ofanyorganization.Wewant(andneed)toknowhowgoodsandservicesareproduced.Wewanttounderstandwhatoperationsmanagersdo.OMissuchacostlypartofanorganization.31FisherTechnologiesisasmallfirmthatmerelysurvivesinstiflingcompetitioninacertainfield.Inordertobemorecompetitive,FisherTechnologiesneedstoupdateitsobsoleteproductionequipmentbyapplyingabankloan,sothecompanyismakingthreeoptionalplansintermofmarketing,financingandproductionrespectivelyaimingtoimproveprofit,butwhichoneisthemostfeasible?CaseStudy32OptionsforIncreasingContribution33TenCriticalDecisionsService,productdesignQualitymanagementProcess,capacitydesignLocationLayoutdesignHumanresources,jobdesignSupply-chainmanagementInventorymanagementSchedulingMaintenance34TheCriticalDecisionsQualitymanagementWhoisresponsibleforquality?Howdowedefinequality?ServiceandproductdesignWhatproductorserviceshouldweoffer?Howshouldwedesigntheseproductsandservices?35TheCriticalDecisions-ContinuedProcessandcapacitydesignWhatprocesseswilltheseproductsrequireandinwhatorder?Whatequipmentandtechnologyisnecessaryfortheseprocesses?LocationWhereshouldweputthefacilityOnwhatcriteriashouldwebasethislocationdecision?36TheCriticalDecisions-ContinuedLayoutdesignHowshouldwearrangethefacility?Howlargeafacilityisrequired?HumanresourcesandjobdesignHowdoweprovideareasonableworkenvironment?Howmuchcanweexpectouremployeestoproduce?37TheCriticalDecisions-ContinuedSupplychainmanagementShouldwemakeorbuythisitem?Whoareourgoodsuppliersandhowmanyshouldwehave?Inventory,materialrequirementsplanning,Howmuchinventoryofeachitemshouldwehave?Whendowere-order?38TheCriticalDecisions-ContinuedIntermediate,shortterm,andprojectschedulingIssubcontractingproductionagoodidea?Arewebetteroffkeepingpeopleonthepayrollduringslowdowns?MaintenanceWhoisresponsibleformaintenance?Whendowedomaintenance?39ResponsibilitiesofOperationsManagementProducts&servicesPlanning–Capacity–Location––Makeorbuy–Layout–Projects–SchedulingControlling–Inventory–QualityOrganizing–Degreeofcentralization–SubcontractingStaffing–Hiring/layingoff–UseofOvertimeDirecting–Incentiveplans–Issuanceofworkorders–Jobassignments40OperationsInterfaceswithanumberofsupportingfunctionsPublicRelationsAccountingIndustrialEngineeringOperationsMaintenancePersonnelPurchasingDistributionMIS41WherearetheOMJobs42WhereAretheOMJobs?Technology/methodsFacilities/spaceutilizationStrategicissuesResponsetimePeople/teamdevelopmentCustomerserviceQualityCostreductionInventoryreductionProductivityimprovement43TheHistoricEvolutionofOperationsManagementPre-industrialrevolutionCraftproduction:skilledworkers,flexibletools,smallquantitiesandcustomizedgoodsTraits:productionwasslowandcostly,noeconomiesofscaleandthusonstimulantforproductionexpansion.IndustrialrevolutionAnumberofinnovationschangedthefaceofproduction:JamesWatt’’ssteamengine(1764),JamesHargreaves’’spinningjenny(1770)andEdmundCartwright’’spowerloom(1785).44TheHistoricEvolutionofOperationsManagement-ContinuedScientificmanagementBasedonobservation,measurement,analysisandimprovementofworkmethods,andeconomicincentives.Untilthenscientificmanagementturnedproductionfrom“theruleofthumb””tothe““scienceofmanagement”.FrederickW.Taylorandmanyotherpioneerscontributedalotinthisstage.ThehumanrelationsmovementScientificmanagementignoredthehumanelementwhichwasemphasizebyanumberofpsychologistswhointroducedaseriesoftheories,amongthemTheoryX,TheoryY,andTheoryZarebestknown.45TheHistoricEvolutionofOperationsManagement-ContinuedDecisionmodelandmanagementscienceWiththedevelopmentofmathematicsandduetotheWorldWarTwo,manynewlyinventedtechniqueswereappliedforthecivilianuseandwarfarepurpose.Especially,withtheadventofpersonalcomputerthistrendwasgreatlyimprovedandanewbranchofmanagementemerged:managementsciencewhichdealwiththeproblemwithmathematicalmethodandcomputer.TheinfluenceofJapanesemanufacturersDuring1970stonow,JapanesemanufacturersdevelopedorrefinedmanagementpracticeswhichoriginatedfromtheWestandgreatlyincreasedtheproductivityoftheiroperationsandthequalityoftheirproductsandthisinfluenceexertsprofoundimpacttotheircounterpartsintheWest.46TheHeritageofOperationsManagement47SignificantEventsinOperationsManagement48TheHeritageofOperationsManagementDivisionoflabor(AdamSmith1776andCharlesBabbage1852)Standardizedparts(Whitney1800)ScientificManagement(Taylor1881)Coordinatedassemblyline(Ford/Sorenson/Avery1913)Ganttcharts(Gantt1916)Motionstudy(FrankandLillianGilbreth1922Qualitycontrol(Shewhart1924;Deming1950)Computer(Atanasoff1938)CPM/PERT(DuPont1957)49TheHeritageofOperationsManagement-ContinuedMaterialrequirementsplanning(Orlicky1960)Computeraideddesign(CAD1970)Flexiblemanufacturingsystem(FMS1975)BaldrigeQualityAwards(1980)Computerintegratedmanufacturing(1990)Globalization(1992)Internet(1995)50EliWhitneyBorn1765;died1825In1798,receivedgovernmentcontracttomake10,000musketsShowedthatmachinetoolscouldmakestandardizedpartstoexactspecificationsMusketpartscouldbeusedinanymusket?1995CorelCorp.51FrederickW.TaylorBorn1856;died1915Knownas‘‘fatherofscientificmanagement’In1881,aschiefengineerforMidvaleSteel,studiedhowtasksweredoneBeganfirstmotion×tudiesCreatedefficiencyprinciples?1995CorelCorp.52Taylor:ManagementShouldTakeMoreResponsibilityforMatchingemployeestorightjobProvidingthepropertrainingProvidingproperworkmethodsandtoolsEstablishinglegitimateincentivesforworktobeaccomplished53Frank&LillianGilbrethFrank(1868-1924);Lillian(1878-1972)Husband-and-wifeengineeringteamFurtherdevelopedworkmeasurementmethodsAppliedefficiencymethodstotheirhome&12children!(Book&Movie:““CheaperbytheDozen,””book:““BellsonTheirToes””)?1995CorelCorp.54Born1863;died1947In1903,createdFordMotorCompanyIn1913,firstusedmovingassemblylinetomakeModelTUnfinishedproductmovedbyconveyorpastworkstationPaidworkersverywellfor1911($5/day!)ModelTproducedin1908with514min.$850eachbyhandto1.19min.$290eachin1926bymovingassemblyline.HenryFord‘Makethemallalike!’?1995CorelCorp.‘Anycoloraslongasit’’sblack’’55W.EdwardsDemingBorn1900;died1993Engineer&physicistCreditedwithteachingJapanqualitycontrolmethodsinpost-WW2UsedstatisticstoanalyzeprocessHismethodsinvolveworkersindecisions56ContributionsFromHumanfactorsIndustrialengineeringManagementscienceBiologicalsciencePhysicalsciencesInformationscience57SignificantEventsinOMDivisionoflabor(Smith,1776)Standardizedparts(Whitney,1800)Scientificmanagement(Taylor,1881)Coordinatedassemblyline(Ford1913)Ganttcharts(Gantt,1916)Motionstudy(theGilbreths,1922)Qualitycontrol(Shewhart,1924)58SignificantEvents-ContinuedCPM/PERT(Dupont,1957)MRP(Orlicky,1960)CADFlexiblemanufacturingsystems(FMS)Manufacturingautomationprotocol(MAP)Computerintegratedmanufacturing(CIM)Unlikeotherfieldsofscience,POMwitnessessignificantchangesinevery10years.59OperationsintheServiceSector60ServiceEconomiesProportionofEmploymentintheServiceSector61ServiceIsaMajorJobProviderinTheUnitedState62JobsintheU.S63OrganizationsinEachSectorServiceSectorExample%ofallJobsProfessionalservices,education,legal,medicalNewYorkCityPS108,NotreDameUniversity,SanDiegoZoo24.3Trade(retail,wholesale)Walgreen’s,Wal-Mart,Nordstroms20.6Utilities,transportationPacificGas&Electric,AmericanAirlines,SantaFeR.R,RoadwayExpress7.2(OperationsManagementbyJayHeizer,BarryRender,7e)64OrganizationsinEachSectorServiceSectorExample%ofallJobsBusiness&RepairServicesSnelling&Snelling,WasteManagement,Pitney-Bowes7.1Finance,Insurance,RealEstateCiticorp,AmericanExpress,Prudential,Aetna,TrammelCrow6.5Food,Lodging,EntertainmentMcDonald’s,HardRockCafé,Motel6,HiltonHotels,WaltDisneyParamountPictures5.2PublicAdministrationU.S.,StateofAlabama,CookCounty4.565OrganizationsinEachSectorManufacturingSectorExample%ofallJobsGeneralGeneralElectric,Ford,U.S.Steel,Intel14.8ConstructionBechtel,McDermott7.0AgricultureKingRanch2.4MiningHomestakeMining0.466OrganizationsinEachSectorSummarySector%ofallJobsService75.4%Manufacturing24.6%671850751900255075200040506070197075808590952000PercentUnitedStatesCanadaFranceItalyBritainJapanWGermany19702000ServicesIndustryFarming25020015010050080%706050403020100U.S.Employment,%ShareServicesasaPercentofGDPU.S.ExportsofServicesInBillionsofDollarsYear2000dataisestimatedDevelopmentoftheServiceEconomy68CharacteristicsofGoodsTangibleproductConsistentproductdefinitionProductionusuallyseparatefromconsumptionCanbeinventoriedLowcustomerinteraction?1995CorelCorp.69CharacteristicsofServiceIntangibleproductProduced&consumedatsametimeOftenuniqueHighcustomerinteractionInconsistentproductdefinitionOftenknowledge-basedFrequentlydispersed?1995CorelCorp.70GoodsVersusServicesCanberesoldCanbeinventoriedSomeaspectsofqualitymeasurableSellingisdistinctfromproductionResellingunusualDifficulttoinventoryQualitydifficulttomeasureSellingispartofserviceGoodsService71GoodsVersusServices-ContinuedProductistransportableSiteoffacilityimportantforcostOfteneasytoautomateRevenuegeneratedprimarilyfromtangibleproductProvider,notproductistransportableSiteoffacilityimportantforcustomercontactOftendifficulttoautomateRevenuegeneratedprimarilyfromintangibleservice.GoodsService72KeyDifferences?Customercontact?Uniformityofinput?Laborcontent?Uniformityofoutput?Measurementofproductivity?QualityassuranceThesedifferencesarebeginningtofadeinmanycases73GoodsContainServices/ServicesContainGoods0255075100255075100AutomobileComputerInstall