运作管理第一章 CASE STUDY

CASE STUDY National air express National air is a competitive air express firm with offices around the country Frank simth the Chattanooga tennessee station manager is preparing his quarterly budget report which will be presented at the Southeast regional meeting next week He is very concerned about adding capital expense to the operation when business has not increased appreciably This has been the worst first quarter he can remember earthquakes and bitter cold He has asked Martha lewis field services supervisor to help him review the available data and offer possible solutions Service methods National air offers door to door overnight air express delivery within the U S simth and lewis manager a fleet of 24 trucks to handle freight in the Chattanooga area Routes are assigned by area usually delineate by zip code boundaries major streets or key geographical features such as the Tennessee river Pikups are generally handled between 3 00P M and 6 00P M Monday through Friday Driver routes are a combination of regularly scheduled daily stops and pickups that the customer calls in as needed These calls in pickups are dispatched by radio to the driver Most call in customers want as late a pickup as possible just before closing usually at 5 00P M When the driver arrives at each pickup location he or she provides supplies as necessary an envelope or box if requested and must receive a completed air waybill for each package Because the industry is extremely competitive a professional courteous driver is essential to retaining customers Therefore Smith has always been concerned that drivers not rush a customer to complete his or her package and paperwork Budget Considerations Smith and Lewis have found that they have been unable to meet their customers requests for a scheduled pickup on many occasions in the past quarter Although on average driver are not handing any more business they are unable on some days to arrive at each location on time Smith does not think he can justify increasing costs by 1200 per week for additional trucks and drivers while productivity measured in shipments per truck day has remained flat The company has established itself as the low cost operator in the industry but has at the same time committed itself to offering quality service and value for its customers Discussion questions Is the productivity measure of shipments per day per truck still useful Are there alternatives that might be effective 每天每辆卡车的装货这样的生产率措施是否仍然有用 有没有有效的替代品 What if anything can be done to reduce the daily variability in pickup call ins Can the driver be expected to be at several locations at once at 5 00P M 可以做什么来减少每日的装载信息呼叫系统的变异性 装载车能如顾客期望的一样每天在 不同的装载点在 5 点来一次么 How should package pickup performance be measured Are standards useful in an environment that is affected by the weather traffic and other random variable Are other companies having similar problems 如何衡量装载车的性能 是否衡量标准还会受环境中的如天气 交通和其他随机变量的影 响 其他公司也会有相似问题么 Source adapted from a case by Phil Pugliese under the supervision of Professor Marilyn M helms University of Tennessee at Chattanooga Reprinted by Permission CASE STUDY Zychol chemicals corporation Bob Richards the production manager of Zychol chemicals in Houston Texts is preparing his quarterly report which is to include a productivity analysis for his department One of the inputs is production data prepared by Sharon Walford his operations analyst The report which she gave him this morning showed the follwing 2004 2005 Production units 4500 6000 Raw material used barrels of Petroleum by products 700 900 Labor hours 22000 28000 Caption cost applied to the Department 375000 620000 Bob knew that his labor cost per hour had increased from an average of 13 per hour to an average of 14 per hour primarily due to a move by management to become more competitive with a new company that had just opened a plant in the area He also knew that his average cost per barrel of raw material had increased from 320 to 360 He was concerned about the accounting procedures that increased his capital cost from 375000 to 620000 but earlier discussions with his boss suggested that there was nothing that could be done about that allocation Bob wondered if his productivity had increased at all He called Sharon into the office and conveyed the above information to her and asked her to prepare this part of the report Discussion questions Prepare the productivity part of the report for Mr Richard He probably expects some analysis of productivity inputs for all factors as well as a multifactor analysis for both year with the change in productivity up or down and the amount noted The producer price index had increased from 120 to 125 and this fact seemed to indicate to Mr Richards that his costs were too high What do you tell him are the implications of this change in the producer price index Management s expectation for departments such as Mr Richards s is an annual productivity increase of 5 Did he reach this goal Source Professor Hank Maddux III Sam Houston Utate University 国家航空快递 国家空气是有竞争力的航空快递公司与全国各地的办事处 弗兰克 simth 田纳西州查塔努 加 站经理 正准备他的季度预算报告 下周将在东南亚的区域会议提出 他非常关注当 企业还没有明显增加的操作 这是最糟糕的第一季度 他能记住 增加资本开支 地震 苦寒 他已要求玛莎刘易斯 现场服务主管 帮他检讨现有的数据 并提供了可能解决方 案 服务方法 国家航空提供门门通宵空调特快内交付美国 simth 和刘易斯经理的 24 辆卡车组成的车队在 查塔努加地区的货运处理 路线是按地区分配 通常邮政编码边界 主要街道 或划定关 键的地理特征 如田纳西河 Pikups 一般下午 3 00 之间处理下午 6 00 周一至周五 驱 动器的路线是定期安排每日的停止和皮卡相结合 客户 needed These 呼吁在皮卡派出的驱 动程序是通过无线电呼叫 大多数呼叫 在客户希望尽可能晚只是在结束之前 一辆皮卡 通常是在下午 5 00 当司机在到达每个皮卡位置 他或她提供必要的用品 如果要求一个信封或箱 并必须 接受每个包运单一个完整的空气 由于行业竞争十分激烈 一个专业的 有礼貌的驱动程 序是必不可少的留住顾客 因此 史密斯一直担心 司机不要急于客户完成他或她的包和 文书 预算注意事项 史密斯和刘易斯发现 他们已无法满足客户的要求上多次在过去的一个季度的回升 平均 而言 虽然驱动程序没有任何更多的业务交给 他们在某些日子无法到达每个时间的位置 史密斯并没有认为他可以证明额外的卡车和司机的成本增加的 1200 美元每星期 而生产率 每车 每天的发货量测 已经保持持平 该公司已建立的低成本运营商在自身行业 但同 时一直致力于提供优质的服务和为客户价值 讨论的问题 1 每天每辆卡车的装货这样的生产率措施是否仍然有用 有没有有效的替代品 有用 但不是很周密 不能很好的满足客户的需求 效益也不好 Useful but not very careful cannot meet the needs of customers poor returns 2 可以做什么来减少每日的装载信息呼叫系统的变异性 装载车能如顾客期望的一样每天 在不同的装载点在 5 点来一次么 建立规范的作业体系 标准的作业流程和能及时应变的紧急事项处理体系 可以 在不同的装置点建立装载车的听放点 节约时间以到达指定目标 减少成本 Set up standard operation system the standard operation procedures and timely strain of the emergency matters processing system Can in different device points set up the car to let some load save time to get to the specified target to reduce costs 3 如何衡量装载车的性能 是否衡量标准还会受环境中的如天气 交通和其他随机变量的 影响 其他公司也会有相似问题么 案例研究 Zychol 化学品总公司 Zychol 化学品的生产部经理 在休斯敦 文本 鲍勃理查兹 正准备他的季度报告 其中 包括他的部门的生产率分析的投入之一是沙龙 Walford 他的业务分析师编写的生产数据 报告 这是她给了他今天上午 表明了 follwing 2004 年 2005 年 生产 单位 4500 6000 原料 桶 石油副产品 700 900 劳动工时 22000 28000 标题成本应用到 部 元 375000 620000 鲍勃知道 他的每小时劳动成本已增加了从平均每小时 14 元 平均每小时 13 元 主要是 由于以一个由管理层此举成为一个新的公司 有刚刚开在该地区的一个工厂更有竞争力 他也知道 他的每桶原料的平均成本已经从 320 到 360 增加 他是有关的会计程序 增 加其资本成本从 375000 620000 的关注 但他的上司更早的讨论表明 没什么可完成有 关的分配 鲍勃想知道 如果他的生产力增加了 他呼吁沙龙进入办公室和上述信息转达给她 问她 准备这个报告的一部分 讨论的问题 1 准备 Mr Richard 报告的生产力的一部分 他可能预计一些各方面的因素 以及为今年 的多因素分析与生产力的变化 向上或向下 和数额指出的生产力投入分析 2 生产者价格指数增加了 120 至 125 这一事实似乎表明 Mr Richards 他的成本太高 你 怎么告诉他 这在生产者价格指数的变化所带来的影响 3 管理的部门 如 Mr Richards 的期望是每年 5 的生产率的提高