云南大學(xué)商旅學(xué)院-運(yùn)營管理

Operations

Management

運(yùn)營管理云南大學(xué)商旅學(xué)院吳奇志1

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2!3 Ifyouhaveanycomments,pleasefeelfreetoletmeknow,eitherby.,phonecallorface-to-facetalk,I’dpreferthelatterforitshighefficiency.YoursuggestionsarewelcomedsoIamopentothemallthetime.

Besides,

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like

you

to

treat

me

not

onlylike

a

teacher,

but

a

friend

as

well.

Thanksfor

the

POM

course,

for

it

serves

as

a

bridgebetween

us.4

Performance

AppraisalParticipation

&

Attendance

：

25%Assignment

&

Case

Study

in

Written

Form

：

25%Final

Exam

：

50%5

Text

BookOperations

Management

for

Competitive

Advantage

Richard

B.

Chase,

Nicholas

J.

Aquilano,

F.

Robert

Jacobs

Ninth

Edition

McGraw-Hill6

Main

Reference

Books1

Operations

ManagementJay

Heizer,

Barry

Render

/

Seventh

Edition

/

Pearson

Education2

Operations

ManagementWilliam

J.

Stevenson

/

Seventh

Edition

/

McGraw-Hill7Guideline

in

Teaching

This

Course¨

Focus

on

bird’s-eye

view

of

POM

rather

than

a

certainspecific

content,¨

Focus

on

the

managerial

matter

of

POM

rather

thanmethodologies

and

techniques,¨

Focus

on

the

most

useful

segments

of

POM

rather

than

acomprehensive

ones,

and¨

Lecture,

case

study

(assignment),

discussion,

and

sitetouring

(speeches

given

by

celebrities

of

POM)

will

comprisethe

total

activities

of

this

course.8How

to

Become

A

POM

Expert?¨

You

should

have

a

sound

mathematical

sense

for

so

manyPOM

problems

need

to

be

calculated,¨

You

should

have

a

good

knowledge

of

computer

science

forit

is

a

valuable

tool

to

tackle

POM

problems,¨

You

should

deal

with

the

real

problems

by

using

the

bookknowledge,¨

Last,

not

least,

you

should

be

familiar

with

the

Englishlanguage

because

the

newly

emerged

POM

techniques

aremostly

explained

in

this

language.9Operations

Management

Introduction

to

Operations

Management

Chapter

110

Outline¨

WHAT

IS

OPERATIONS

MANAGEMENT?¨

THREE

ORGANIZATIONAL

FUNCTIONS¨

WHY

STUDY

OM?¨

OPERATIONS

DESCISIONS¨

WHAT

OPERATIONS

MANAGERS

DO¨

WHERE

ARE

THE

OM

JOBS?11

Outline

-

Continued¨

THE

HERITAGE

OF

OPERATIONS

MANAGEMENT¨

OPERATIONS

IN

THE

SERVICE

SECTOR¨¨Differences

between

Goods

and

ServicesGrowth

of

Services¨

EXCITING

NEW

TRENDS

IN

OPERATIONS

MANAGEMENT12

Learning

ObjectivesWhen

you

complete

this

chapter,

you

should

be

able

to

:Identify

or

Define

:

¨

Operations

Management

(OM)

¨

What

operations

managers

do

¨

Services13

Learning

Objectives

-

ContinuedWhen

you

complete

this

chapter,

you

should

be

able

to

:Describe

or

Explain

:

¨

A

brief

history

of

operations

management

¨

Career

opportunities

in

operations

management

¨

The

future

of

the

discipline14What

Is

Operations

Management?Production

is

the

creation

of

goods

andservicesOperations

management

is

the

set

ofactivities

that

creates

value

in

the

form

ofgoods

and

services

by

transforming

inputsinto

outputs15Types

of

Operations

OperationsGoods

ProducingStorage/TransportationExchangeEntertainmentCommunication

ExamplesFarming,

mining,

construction

,manufacturing,

power

generationWarehousing,

trucking,

mailservice,

moving,

taxis,

buses,hotels,

airlinesRetailing,

wholesaling,

banking,renting,

leasing,

library,

loansFilms,

radio

and

television,concerts,

recordingNewspapers,

radio

and

televisionnewscasts,

telephone,

satellites

16Transformation

(Conversion)

Process

Operations

as

a

SystemEnergyMaterialsLaborCapitalInformationGoods

or

ServicesFeedback

information

for

control

of

process

inputs

and

process

technology

17

Transformations¨

Physical--manufacturing¨

Locational--transportation¨

Exchange--retailing¨

Storage--warehousing¨

Physiological--health

care¨

Informational--telecommunications18Food

ProcessOutputs

Canned

vegetables

InputsRaw

VegetablesMetal

Sheets

Water

Energy

Labor

Building

EquipmentProcessing

Cleaning

Making

cans

Cutting

Cooking

Packing

Labeling

19Hospital

ProcessOutputsHealthypatientsInputsDoctors,

nursesHospitalMedical

SuppliesEquipmentLaboratoriesProcessing

Examination

Surgery

Monitoring

Medication

Therapy20

Organizational

Functions¨

Essential

functions:

¨

Operations

–creates

the

product

or

service

¨

Marketing

–

generates

demand,

Gets

customers

¨

Finance/accounting

–

tracks

organizational

performance,

pays

bills,

Obtains

funds

and

Tracks

money21

CheckClearing

Marketing

TellerSchedulingOperations

Transactions

ProcessingFunctions

-

Bank

Commercial

Bank

?

1984-1994

T/Maker

Co.

Finance/Accounting

SecurityExample

122Organizational

Charts

Commercial

BankOperationsTeller

SchedulingCheck

ClearingTransactionsprocessingFacilitiesdesign/layoutVault

operationsMaintenanceSecurityMarketingLoans

Commercial

Industrial

Financial

Personal

MortgageTrust

DepartmentFinanceInvestmentsSecurityReal

Estate

AccountingAuditing

23Functions

-

Airline

GroundSupport

Marketing

FlightOperations

AirlineOperations

Facility

Maintenance

?

1984-1994

T/Maker

Co.

Finance/Accounting

CateringExample

224Organizational

Charts

Airline

OperationsGround

supportequipmentMaintenanceGround

Operations

Facility

maintenance

Catering

Flight

Operations

Crew

scheduling

Flying

Communications

DispatchingManagement

science

MarketingTraffic

administrationReservationsSchedulesTariffs

(pricing)SalesAdvertising

Finance

&

AccountingAccountingPayablesReceivablesGeneral

LedgerFinanceCash

controlInternational

exchangerates

25Functions

-

Manufacturer

Finance/AccountingMarketingProduction

ControlManufacturing

QualityControlPurchasingManufacturing

OperationsExample

326Organizational

Charts

Manufacturing

Finance

&

AccountingDisbursements/credits

Receivables

Payables

General

ledgerFunds

Management

Money

market

International

exchangeCapital

requirements

Stock

issue

Bond

issues

and

recall

MarketingSalespromotionsAdvertisingSalesMarketresearch

OperationsFacilities:

Construction:maintenanceProduction

&

inventory

control

Scheduling:

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

andequipment

27MarketingServiceDistributionPromotionChannelsofdistributionProductpositioning(image,functions)Finance/AccountingLeverageCostofcapitalWorkingcapitalReceivablesPayablesFinancialcontrolLinesofcreditDecisionsProductQualityProcessLocationLayoutHuman

resourceSupply

chainInventoryScheduleMaintenance

IdentifyingCritical

Success

Factors

Production/Operations

Sample

Option

Customized,

or

standardized

Define

customer

expectations

and

how

to

achieve

them

Facility

size,

technology,

capacity

Near

supplier

or

customer

Work

cells

or

assembly

line

Specialized

or

enriched

jobsSingle

or

multiple

source

suppliers

When

to

reorder,

how

much

to

keep

on

hand

Stable

or

fluctuating

productions

rate

Repair

as

required

or

preventive

maintenance

28“The

manufacturing

business

oftomorrow

will

not

be

run

byfinancial

executives,

marketers,or

lawyers

inexperienced

inmanufacturing,

as

so

many

U.S.companies

are

today.”Peter

DruckerThe

Importance

of

OM

in

Tomorrow29

WorldWar

Ⅱ

—

1960

s關(guān)注生產(chǎn)環(huán)節(jié)的管理1970s—

1980sQualityControl

1990sMarketing21th

Century

POM

HRMOM

Is

Becoming

A

Critical

Success

Factor

in

the

21th

Century30Why

Study

OM?¨

OM

is

one

of

three

major

functions(

marketing,

finance,

and

operations

)

of

anyorganization.¨

We

want

(

and

need

)

to

know

how

goods

andservices

are

produced.¨

We

want

to

understand

what

operationsmanagers

do.¨

OM

is

such

a

costly

part

of

an

organization.31Fisher

Technologies

is

a

small

firm

that

merelysurvives

in

stifling

competition

in

a

certainfield.

In

order

to

be

more

competitive,

FisherTechnologies

needs

to

update

its

obsoleteproduction

equipment

by

applying

a

bank

loan,so

the

company

is

making

three

optional

plansin

term

of

marketing,

financing

and

productionrespectively

aiming

to

improve

profit,

but

whichone

is

the

most

feasible?Case

Study32Options

for

Increasing

Contribution33Ten

Critical

Decisions¨

Service,

product

design¨

Quality

management¨

Process,

capacity

design¨

Location¨

Layout

design¨

Human

resources,

job

design¨

Supply-chain

management¨

Inventory

management¨

Scheduling¨

Maintenance34

The

Critical

Decisions¨

Quality

management

¨

Who

is

responsible

for

quality?

¨

How

do

we

define

quality?¨

Service

and

product

design

¨

What

product

or

service

should

we

offer?

¨

How

should

we

design

these

products

and

services?35The

Critical

Decisions

-

Continued¨

Process

and

capacity

design¨

What

processes

will

these

products

require

and

inwhat

order?¨

What

equipment

and

technology

is

necessary

forthese

processes?¨

Location¨

Where

should

we

put

the

facility¨

On

what

criteria

should

we

base

this

locationdecision?36

The

Critical

Decisions

-

Continued¨

Layout

design

¨

How

should

we

arrange

the

facility?

¨

How

large

a

facility

is

required?¨

Human

resources

and

job

design

¨

How

do

we

provide

a

reasonable

work

environment?

¨

How

much

can

we

expect

our

employees

to

produce?37

The

Critical

Decisions

-

Continued¨

Supply

chain

management

¨

Should

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?38The

Critical

Decisions

-

Continued¨

Intermediate,

short

term,

and

project

scheduling

¨

Is

subcontracting

production

a

good

idea?

¨

Are

we

better

off

keeping

people

on

the

payroll

during

slowdowns?¨

Maintenance

¨

Who

is

responsible

for

maintenance?

¨

When

do

we

do

maintenance?39Responsibilities

of

Operations

ManagementPlanning

–

Capacity

–

Location

–

Products

&

services

–

Make

or

buy

–

Layout

–

Projects

–

SchedulingControlling

–

Inventory

–

QualityOrganizing

–

Degree

of

centralization

–

SubcontractingStaffing

–

Hiring/laying

off

–

Use

of

OvertimeDirecting

–

Incentive

plans

–

Issuance

of

work

orders

–

Job

assignments40Operations

Interfaces

with

a

number

of

supporting

functionsPublic

RelationsIndustrialEngineeringOperationsMaintenancePersonnelPurchasingDistributionMISAccounting

41Where

are

the

OM

Jobs42Where

Are

the

OM

Jobs?¨

Technology/methods¨

Facilities/space

utilization¨

Strategic

issues¨

Response

time¨

People/team

development¨

Customer

service¨

Quality¨

Cost

reduction¨

Inventory

reduction¨

Productivity

improvement43The

Historic

Evolution

of

Operations

Management¨

Pre-industrial

revolutionCraft

production

:

skilled

workers,

flexible

tools,

small

quantitiesand

customized

goodsTraits:

production

was

slow

and

costly,

no

economies

of

scale

andthus

on

stimulant

for

production

expansion.¨

Industrial

revolutionA

number

of

innovations

changed

the

face

of

production:James

Watt’s

steam

engine

(1764),

James

Hargreaves’

spinningjenny

(1770)

and

Edmund

Cartwright’s

power

loom

(1785).44The

Historic

Evolution

of

OperationsManagement

-

Continued¨

Scientific

managementBased

on

observation,

measurement,

analysis

and

improvementof

work

methods,

and

economic

incentives.

Until

then

scientificmanagement

turned

production

from

“

the

rule

of

thumb”

to

the“science

of

management”.

Frederick

W.

Taylor

and

many

otherpioneers

contributed

a

lot

in

this

stage.¨

The

human

relations

movementScientific

management

ignored

the

human

element

which

wasemphasize

by

a

number

of

psychologists

who

introduced

a

seriesof

theories,

among

them

Theory

X,

Theory

Y,

and

Theory

Z

arebest

known.

45The

Historic

Evolution

of

OperationsManagement

-

Continued¨

Decision

model

and

management

scienceWith

the

development

of

mathematics

and

due

to

the

World

War

Two,many

newly

invented

techniques

were

applied

for

the

civilian

use

andwarfare

purpose.

Especially,

with

the

advent

of

personal

computer

thistrend

was

greatly

improved

and

a

new

branch

of

managementemerged:

management

science

which

deal

with

the

problem

withmathematical

method

and

computer.¨

The

influence

of

Japanese

manufacturersDuring

1970s

to

now,

Japanese

manufacturers

developed

or

refinedmanagement

practices

which

originated

from

the

West

and

greatlyincreased

the

productivity

of

their

operations

and

the

quality

of

theirin

the

West.products

and

this

influence

exerts

46

profound

impact

to

their

counterpartsThe

Heritage

of

Operations

Management47Significant

Events

in

Operations

Management48The

Heritage

ofOperations

ManagementDivision

of

labor

(Adam

Smith

1776

and

Charles

Babbage

1852)Standardized

parts

(Whitney

1800)

Scientific

Management

(Taylor

1881)Coordinated

assembly

line

(Ford/Sorenson/Avery

1913)Gantt

charts

(Gantt

1916)Motion

study

(Frank

and

Lillian

Gilbreth

1922

Quality

control

(Shewhart

1924;

Deming

1950)Computer

(Atanasoff

1938)

CPM/PERT

(DuPont

1957)49

The

Heritage

of

Operations

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)50Eli

Whitney

¨

Born

1765;

died

1825

¨

In

1798,

received

government

contract

to

make

10,000

muskets

¨

Showed

that

machine

tools

could

make

standardized

parts

to

exact

specifications¨Musket

parts

could

be

used

in

anymusket?

1995

Corel

Corp.51

Frederick

W.

Taylor¨

Born

1856;

died

1915¨

Known

as

‘father

of

scientific

management’¨

In

1881,

as

chief

engineer

for

Midvale

Steel,

studied

how

tasks

were

done¨Began

first

motion

&

time

studies¨

Created

efficiency

principles?

1995

Corel

Corp.52

Taylor:

Management

Should

Take

More

Responsibility

for¨

Matching

employees

to

right

job¨

Providing

the

proper

training¨

Providing

proper

work

methods

and

tools¨

Establishing

legitimate

incentives

for

work

to

be

accomplished53?

1995

Corel

Corp.

Frank

&

Lillian

Gilbreth¨

Frank

(1868-1924);

Lillian

(1878-1972)¨

Husband-and-wife

engineering

team¨

Further

developed

work

measurement

methods¨

Applied

efficiency

methods

to

their

home

&

12

children!¨

(Book

&

Movie:

“Cheaper

by

the

Dozen,”

book:

“Bells

on

Their

Toes”)

54¨Unfinished

productmoved

by

conveyor

Henry

Ford¨

Born

1863;

died

1947¨

In

1903,

created

Ford

Motor

Company¨

In

1913,

first

used

moving

assembly

line

to

make

Model

T?

1995

CorelCorp.‘Any

color

as

longas

it’s

black’

‘

Make

them

all

alike

!’

past

work

station¨

Paid

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

moving

assembly

line

.

55W.

Edwards

Deming¨

Born

1900;

died

1993¨

Engineer

&

physicist¨

Credited

with

teaching

Japanquality

control

methods

inpost-WW2¨

Used

statistics

to

analyzeprocess¨

His

methods

involve

workersin

decisions56

Contributions

From¨

Human

factors¨

Industrial

engineering¨

Management

science¨

Biological

science¨

Physical

sciences¨

Information

science57Significant

Events

in

OM¨

Division

of

labor

(Smith,

1776)¨

Standardized

parts

(Whitney,

1800)¨

Scientific

management

(Taylor,

1881)¨

Coordinated

assembly

line

(Ford

1913)¨

Gantt

charts

(Gantt,

1916)¨

Motion

study

(the

Gilbreths,

1922)¨

Quality

control

(Shewhart,

1924)58Significant

Events

-

Continued¨

CPM/PERT

(Dupont,

1957)¨

MRP

(Orlicky,

1960)¨

CAD¨

Flexible

manufacturing

systems

(FMS)¨

Manufacturing

automation

protocol

(MAP)¨

Computer

integrated

manufacturing

(CIM)

Unlike

other

fields

of

science,

POM

witnesses

significant

changes

in

every

10

years.59Operations

in

the

Service

Sector60

Service

EconomiesProportion

of

Employment

in

the

Service

Sector61

Service

Is

a

Major

JobProvider

in

The

United

State62Jobs

in

the

U.S63ServiceSectorExample%ofallJobsProfessionalservices,education,legal,medicalNewYorkCityPS108,NotreDameUniversity,SanDiegoZoo24.3Trade(retail,wholesale)Walgreen’s,Wal-Mart,Nordstroms20.6Utilities,transportationPacificGas&Electric,AmericanAirlines,SantaFeR.R,RoadwayExpress7.2

Organizations

in

Each

Sector(

Operations

Management

by

Jay

Heizer,

Barry

Render,

7e)64ServiceSectorExample%ofallJobsBusiness&RepairServicesSnelling&Snelling,WasteManagement,Pitney-Bowes7.1Finance,Insurance,RealEstateCiticorp,AmericanExpress,Prudential,Aetna,TrammelCrow6.5Food,Lodging,EntertainmentMcDonald’s,HardRockCafé,Motel6,HiltonHotels,WaltDisneyParamountPictures5.2PublicAdministrationU.S.,StateofAlabama,CookCounty4.5Organizations

in

Each

Sector65ManufacturingSectorExample%ofallJobsGeneralGeneralElectric,Ford,U.S.Steel,Intel14.8ConstructionBechtel,McDermott7.0AgricultureKingRanch2.4MiningHomestakeMining0.4Organizations

in

Each

Sector66Sector%ofallJobsService75.4%Manufacturing24.6%Organizations

in

Each

Sector

Summary671850

75

1900

25

50

75

20001970

75

80

85

90

95

200040

50

60

70

PercentUnited

StatesCanadaFranceItalyBritainJapanW

Germany19702000ServicesIndustryFarming25020015010050

080%70

60

50

40302010

0U.S.

Employment,

%

ShareServices

as

a

Percent

of

GDPU.S.

Exports

of

ServicesIn

Billions

of

DollarsDevelopment

of

the

Service

EconomyYear

2000

data

is

estimated

68

Characteristics

of

Goods¨

Tangible

product¨

Consistent

product

definition¨

Production

usually

separate

from

consumption¨

Can

be

inventoried¨

Low

customerinteraction?

1995

Corel

Corp.69Characteristics

of

Service

¨

Intangible

product

¨

Produced

&

consumed

at

same

time

¨

Often

unique

¨

High

customer

interaction

¨

Inconsistent

product

definition

¨

Often

knowledge-based?

1995

Corel

Corp.¨

Frequently

dispersed

70Goods

Versus

Services

Goods¨

Can

be

resold¨

Can

be

inventoried¨

Some

aspects

of

quality

measurable¨

Selling

is

distinct

from

production

Service¨

Reselling

unusual¨

Difficult

to

inventory¨

Quality

difficult

to

measure¨

Selling

is

part

of

service71Goods

Versus

Services

-

Continued

Goods¨

Product

is

transportable¨

Site

of

facility

important

for

cost¨

Often

easy

to

automate¨

Revenue

generated

primarily

from

tangible

product

Service¨

Provider,

not

product

is

transportable¨

Site

of

facility

important

for

customer

contact¨

Often

difficult

to

automate¨

Revenue

generated

primarily

from

intangible

service.72??????

Key

DifferencesCustomer

contactUniformity

of

inputLabor

contentUniformity

of

outputMeasurement

of

productivityQuality

assurance

These

differences

are

beginning

to

fade

in

many

cases

73AutomobileComputerInstalledCarpetingFast-foodMealRestaurantMealAutoRepairHospitalCareAdvertisingAgencyInvestmentManagementConsultingServiceCounselingGoods

Contain

Services

/

Services

Contain

Goods100

75

50