商务英语入门第五章_外教社修订版复习课程.ppt

高等学校英语拓展系列教程,主编：任书梅王璐,副主编：曹颖,外语教学与研究出版社,Chapter5,生产与运作,ProductionandOperations,QualityManagement质量管理,LectureOutline,WhatIsProductionandOperations?什么是生产与运作？,PlantLocation厂址的选定,ProductionProcesses生产工艺,MaterialsManagement,PurchasingandInventoryControl物料管理、采购、库存控制,ControllingProduction:Scheduling控制生产：制订计划,Productivity生产率,ModernProductionTechniques现代生产技术,Howdoyourparentsoryoumakedumplings?Canyoudescribethewholeprocesshowtoprepare,whatingredientsareneeded,howtomakethefillings,andwhatthestepsarethatleadtothefinalproducts?Howdotheclothingfactory,restaurant,andbakeryrespectivelyproducetheirproducts?Doestheuniversityalsoproduceitsproducts?Why?,Lead-inActivities,First,makethefilling.Youcanchooseyourfavoritemeat,saypork,beef,ormutton,chopitupandmixitwithchoppedvegetables.Meanwhileyouhadbetterputinseasoningssuchassalt,soysauce,pepper,choppedgreenonionandgingertogetyourfavoriteflavor.Stirtheingredientsinacontainerwelltomakethemevenlymixed.,AdditionalInfo,Lead-inActivities,HowtoMakeDumplings?,Second,makethedough.Youshouldmeasureyourwheatflourtogowiththefilling,putitinacontainer,pourwaterhitbybit,stirittomakeitsticky,thenletitrestforabout20minutes.Afterthatyoucancutpartofthedoughandputitonboard,kneaditandcutitintosmallpieces.Youpresseachpiecewiththepalmofyourhandslightlyandthenrollitwitharollingpinintoaroundpiece.,AdditionalInfo,Lead-inActivities,HowtoMakeDumplings?,Finallycomesthestageoffoldingthedoughtomakedumplings.Youshouldholdadoughpiecehorizontallyinyourlefthand,putasuitableamountoffillingontothecentralpart,foldthesidearoundthefilling,presstheupper-centralpartofitfirmlyandmakefirmandnicelacefromlefttorightaroundthefoldedgetomakeyourfinishedproductbetter-lookingandfreefromleakage.,AdditionalInfo,Lead-inActivities,HowtoMakeDumplings?,IntroductionofPOM,Productionandoperationsmanagement(POM)isthemanagementofanorganizationsproductionsystem.Aproductionsystemtakesinputsandconvertsthemintooutputs.Theconversionprocessisthepredominantactivityofaproductionsystem.Theprimaryconcernofanoperationsmanageristheactivitiesoftheconversionprocess.,AdditionalInfo,WhatIsProductionandOperations?,Production,Productionistheprocessoftransforminginputssuchasrawmaterialsintooutputssuchasgoodsandservices.Productionisnotlimitedtothemanufactureofgoods;itappliestoboththeserviceandthemanufacturingsectorsoftheeconomy.,Manufacturing,Operations,Manufacturingmeansmakinggoodsbyhandorwithmachineryasopposedtoextractingthingsfromtheearth(mining,fishing);servicesarenotmanufactured.,Operationsarethefunctionsneededtokeepthecompanyproducing,literallyanyfunctionorseriesoffunctionsintroducedtocarryoutastrategicplan.,WhatIsProductionandOperations?,ProductionProcess,Productionprocessinvolvesthreephases:(1)input,(2)transformation,and(3)output.,WhatIsProductionandOperations?,Inputs,Theinputsarethoseresourcesthatwillbeneededtoproducethedesiredgoodsorservices.,WhatIsProductionandOperations?,Transformation,Transformationconsistsofthoseproductionactivitiesthattaketheinputsandcombinetheminsomespecialwaytoproducetheoutput.,WhatIsProductionandOperations?,Output,Theoutputisthefinalresultoftheproductionprocess.,WhatIsProductionandOperations?,Inwhatwaymighttheproductionprocessformanufacturingautomobilebesimilartothatformakingtelevisionsets?Doallproductionprocesseshavethesamethreephasesofinput,transformation,andoutput?Explainusingexamples.,QuestionsforDiscussion,WhatIsProductionandOperations?,PlantLocation,Mostcompanieswillchooseasitebasedonsuchimportantfactorsas:,Customerlocation,Sourceofrawmaterials,Laborsupply,Powerandwater,Communityenvironment,CustomerLocation,Firmsthatmustlocateclosetotheircustomersare:thoseproducingperishableitemslikebreadandcake;thoseinindustrieswherecompetitiveadvantagedependsonrapiddelivery;thosethatsellheavyorbulkyproducts,suchasbricksorautomobiles.,PlantLocation,SourceofRawMaterials,Steelmillsplacetheirplantsneartheirsourceofrawmaterials.Firmsinthefood-canningbusinesslocateneartheirrawmaterialsbecauseoftheperishabilityfactor.,PlantLocation,LaborSupply,Allproductionoperationsrequiresomemanpower.Firmsshouldlocatetheirfacilitiesatleastwithincommutingdistanceofthepeoplewhowillsupplyit.Thisisespeciallyimportantinthecaseofthosecompaniesthatneedhighlyskilledpeople.,PlantLocation,PowerandWater,Somefirmssuchasaluminum,chemical,andfertilizercompaniesmustlocateinareashavingsufficientpowertomeettheirneeds.Otherfirmsrequirealocationnearwater,suchascompaniesthatmakepaper.,PlantLocation,CommunityEnvironment,Inplantlocationthecompanyalsoneedstolookattheservicesavailableinthecommunity.Somecitiesandtownswillofferlowtaxes.Othersofferfineeducationalsystemsandcomfortablelivingconditions,suchascleanair,cleanwater,andalowcostofliving.Andsomewillprovidespecialservicestoabusinessthatwilllocatethere,suchasextendingthecitywaterandseweragelinesouttotheplantforfree.,PlantLocation,Whenwouldyouexpectafirmtosetupitsplantclosetoitscustomers?Doallcompanieslocateneartheirsourceofrawmaterials?Whyorwhynot?Ofthefivefactorslistedinthissection,whichismostimportantinchoosingtheplantlocation?,PlantLocation,QuestionsforDiscussion,ProductionProcesses,Thereareseveraldifferentprocessesthatmanufacturersusetoproducegoods.,Themanufacturingprocessmeansphysicallyorchemicallychangestomaterials.,Theassemblyprocessputstogethercomponentstomakeaproduct.,Thesetwoprocessesarecalledsyntheticsystems.,SyntheticProcess,Thesyntheticprocesseitherconvertsrawmaterialsintootherproducts(manufacturingprocess)orcombinerawmaterialsorpartsintoafinishedproduct(assemblyprocess).,AnalyticProcess,Ananalyticprocessbreaksdownrawmaterialsintocomponentstoextractotherproducts.,ProductionProcesses,ContinuousProcess,Acontinuousprocess(连续性加工)isoneinwhichmassiveproductioniscarriedoutovertime.Itisaflowproductionmethodusedtomanufacture,produce,orprocessmaterialswithoutinterruption.Productionworkersincontinuousproductioncommonlyworkinrotatingshifts.,ProductionProcesses,Productionprocessesareeithercontinuousorintermittent.,IntermittentProcess,Anintermittentproductionprocessusesthecustomersorderstoproducegoods.Theprocessisnotcontinuous.Manufacturersofcustom-designed(为用户定制的)furniturewoulduseanintermittentprocess.Computers,robots,andflexiblemanufacturingprocessesallowfirmstoturnoutcustom-madegoods.,ProductionProcesses,Canyouexplainthedifferencesamongthefollowingconcepts:manufacturingprocess,assemblyprocess,analyticprocess,continuousprocess,andintermittentprocess?Giveexamplestoillustratetheproductionprocesses.,QuestionsforDiscussion,ProductionProcesses,MaterialsManagement,Materialsareinputstoproductionormanufacturing.Materialsrequirementsplanning(MRP)isacomputer-basedsystemthatusessalesforecaststomakesurethatneededpartsandmaterialsareavailableattherightplaceandtherighttime.,Material,PurchasingandInventoryControl,MaterialsManagement,MRPII,anadvancedversionofMRPthatallowsplantstoincludealltheresourcesinvolvedintheefficientmakingofaproduct,includingprojectedsales,personnel,plantcapacity,anddistributionlimitations.MRPIIiscalled,incontrast,manufacturingresourceplanning(制造资源计划)becausetheplanninginvolvesmorethanjustmaterialrequirements.,Material,PurchasingandInventoryControl,MaterialsManagement,Enterpriseresourceplanning(ERP)(企业资源计划),thelatestversionofMRP,isacomputer-basedproductionandoperationssystemthatlinksmultiplefirmsintooneintegratedproductionunit.ERPismuchmoresophisticatedthanMRPIIbecauseitmonitorsprocessesinmultiplefirmsatthesametime.,Material,PurchasingandInventoryControl,MaterialsManagement,Suchprogramswilllinksuppliers,manufacturers,andretailersinacompletelyintegratedmanufacturinganddistributionsystemthatwillbeconstantlymonitoredforthesmoothflowofgoodsfromthetimethattheyareorderedtothetimetheyreachtheultimateconsumer.,Material,PurchasingandInventoryControl,Purchasing,Purchasingisthefunctioninthecompanythatsearchesforqualitymaterialresources,locatesthebestsuppliers,andnegotiatesthebestpriceforqualitygoodsandservices.Therelationshipbetweensuppliersandmanufacturersismuchcloser,withsuppliersoftenlocatingtheirfacilitiesnearthemanufacturer.,Material,PurchasingandInventoryControl,Purchasing,Thepurchasingdepartmentisresponsibleforlocatingsuchsuppliers,negotiatinglong-termcontractswiththemwiththebestprice.,Material,PurchasingandInventoryControl,InventoryControl,Inventoryreferstoalistofgoodsandmaterialsheldavailableinstock.Manufacturingorganizationsusuallydividetheirinventoryintothreeparts:Materialsandcomponentsscheduledforuseinmakingaproduct;Materialsandcomponentsthathavebeguntheirtransformationtofinishedproducts;Finishedproductsthatarereadyforsaletocustomers.,Material,PurchasingandInventoryControl,Onemajorcostofproductionisholdingparts,motors,andotheritemsinwarehouses.Tocutsuchcosts,theJapaneseimplementedaconceptcalledjust-in-time(JIT)inventorycontrol.Theideaistohavesuppliersdelivertheirproducts“justintime”togoontheassemblyline.Aminimumofinventoryiskeptonthepremises.,Material,PurchasingandInventoryControl,InventoryControl,InventoryControl,HowJITworks?AmanufacturersetsaproductionscheduleusingERPanddetermineswhatpartsandsupplieswillbeneeded.Ittheninformsitssuppliersofwhatwillbeneeded.Thesuppliersmustdeliverthegoodsjustintimetogoontheassemblyline.Abareminimummustbekeptinstoragejustincasethedeliveryisheldupforsomereason.,Material,PurchasingandInventoryControl,ThelatestversionJITII:thereismuchmoresharingofinformation.Anemployeefromthesuppliermayworkfull-timeatthebuyersplanthandlingthesmoothflowofmaterials.ERPandJITsystemsmakesuretherightmaterialsareattherightplace,attherighttime,andatthelowestcosttomeetbothcustomerandproductionneeds.,Material,PurchasingandInventoryControl,InventoryControl,Whatisenterpriseresourceplanning?WhatareitsadvantagescomparedtoMRPandMRPII?Describesomeadvantagesanddisadvantagesofjust-in-timeinventorycontrol.Howwouldyou,asamanagerinalargefirmwithmanyplants,implementaJITsystem?,QuestionsforDiscussion,Material,PurchasingandInventoryControl,Ascheduleisarepresentationofthetimenecessarytocarryoutaparticulartask.Ajobscheduleshowstheplanforaparticularjob.Itiscreatedthroughreviewswhichdeterminethemethodandtimerequired.,ControllingProduction:Scheduling,Schedulingcanhaveamajorimpactontheproductivityofaprocess.Thepurposeofschedulingistominimizetheproductiontimeandcosts,bytellingaproductionfacilitywhattomake,when,withwhichstaff,andonwhichequipment.Amasterproductionschedule(总生产进度)willshowwhenthemanagerplanstoproduceeachproductandinwhatquantities.,ControllingProduction:Scheduling,Inpreparingaproductionschedule,attentionneedstobepaidto:deliverydates(whenfinishedproductsaredue);jobschedulesforeachrelevantproductiontask;capacitiesofproductionsectionsordepartmentsinvolved;efficiencyoftheseproductionsectionsordepartments;plannedholidays.anticipatedsickness/absenteeism/training;availabilityofrawmaterials,componentsandpackaging.,ControllingProduction:Scheduling,Scheduling,PERTisamethodforanalyzingthetasksinvolvedincompletingagivenproject,estimatingthetimeneededtocompleteeachtask,andidentifyingtheminimumtimeneededtocompletethetotalproject.,ControllingProduction:Scheduling,PERTCharts,ThestepsinvolvedinusingPERTare:analyzingandsequencingtasksthatneedtobedone;estimatingthetimeneededtocompleteeachtask;drawingaPERTnetworkillustratingtheinformationfromthefirsttwosteps;identifyingthecriticalpath.,ControllingProduction:Scheduling,PERTCharts,Thecriticalpath(关键路线)isthesequenceoftasksthattakesthelongesttimetocomplete.Thiswordcriticalisusedinthistermbecauseadelayinthetimeneededtocompletethispathwouldcausetheprojectorproductionlinetobelate.,ControllingProduction:Scheduling,PERTCharts,ControllingProduction:Scheduling,PERTCharts,Theminimumamountoftimeitwilltaketoproducethisvideois15weeks.Tocalculatethatnumber,youaddtheweekittakestopickastarandasong,tothefourweekstodesignaset,thetwoweekstopurchasesetmaterials,thesixweekstoconstructtheset,theweekbeforerehearsals,andthefinalweekwhenthevideoismade.Thatsthecriticalpath.,ControllingProduction:Scheduling,PERTCharts,AdditionalInfo,Anydelayinthatprocesswilldelaythefinalvideo.Delaysinotherprocesses(e.g.,selectionandchoreographingdancersandcostumedesign)wouldntnecessarilydelaythevideobecausetherearemoreweeksinthecriticalpaththanareneededforthoseprocesses.,ControllingProduction:Scheduling,PERTCharts,AdditionalInfo,Whatshouldyoutakeintoconsiderationwhenyouprepareaproductionschedule?DrawaPERTchartformakingabreakfastofthree-minuteeggs,butteredtoast,andcoffee.Whichprocesswouldbethecriticalpath,thelongestprocess?DevelopaPERTchartthatdepictsyourplansforacollegeeducation.Whateventsshouldbenoted?,QuestionsforDiscussion,ControllingProduction:Scheduling,Flexiblemanufacturingsystems(FMS)aretotallyautomatedproductioncentersthatincluderobots,automaticmaterialshandlingequipment,andcomputer-controlledmachinetoolsthatcanperformavarietyoffunctionstoproducedifferentproducts.AsuccessfulexampleistheNationalBicycleIndustrialCo.,asubsidiaryofJapaneseelectronicgiantMatsushita.,ModernProductionTechniques,FlexibleManufacturingSystems,ModernProductionTechniques,FlexibleManufacturingSystems,AdditionalInfo,ModernProductionTechniques,FlexibleManufacturingSystems,AdditionalInfo,Computer-aideddesign(CAD)istheuseofcomputertechnologytoaidinthedesignanddrafting(draftinginvolvestheproductionoftechnicalorengineeringdrawingsandistheindustrialartssub-disciplinethatunderliestechnicalendeavors)ofapracticalproductorartisticcreation.Itallowsdesignerstoworkin3D.,ModernProductionTechniques,Computer-aidedDesignandManufacturing,Computer-aidedmanufacturing(CAM)istheuseofcomputersoftwaretocontrolmachinetoolsandrelatedmachineryinthemanufacturingofworkpieces.CAMmayalsorefertotheuseofacomputertoassistinalloperationsofamanufacturingplant,includingplanning,management,transportationandstorage.,ModernProductionTechniques,Computer-aidedDesignandManufacturing,Benefits:CAD/CAMmakesitpossibletocustom-designproductstomeettheneedsofsmallmarketswithverylittleincreaseincost.CADhasdoubledproductivityinmanyfirms.,ModernProductionTechniques,Computer-aidedDesignandManufacturing,Computer-integratedmanufacturing(CIM)(计算机集成制造)istodesignnewsoftwareprogramstouniteCADwithCAM.Itisthemanufacturingapproachofusingcomputerstocontroltheentireproductionprocess.Throughtheintegrationofcomputers,manufacturingcanbefasterandlesserror-prone,althoughthemainadvantageistheabilitytocreateautomatedmanufacturingprocesses.,ModernProductionTechniques,Computer-aidedDesignandManufacturing,Computer-aidedengineering(CAE)(计算机辅助工程)includesthedesigningandanalysisofproducts,theprogrammingofrobotsandmachinetools,thedesigningofmouldsandtools,andtheplanningoftheproductionprocessandqualitycontrol.,ModernProductionTechniques,Computer-aidedDesignandManufacturing,Leanmanufacturingistheproductionofgoodsusinglessofeverythingcomparedtomassproduction:lesshumaneffortlessmanufacturingspacelessinvestmentintoolslessengineeringtimetodevelopanewproduct,ModernProductionTechniques,LeanManufacturing,Acompanybecomesleanbycontinuouslyincreasingitscapacitytoproducehigh-qualitygoodswhiledecreasingitsneedforresources.Arobotisacomputer-controlledmachinecapableofperformingmanytasksrequiringtheuseofmaterialsandtools.,ModernProductionTechniques,LeanManufacturing,Howdoesflexiblemanufacturingdifferfromleanmanufacturing?DrawComputer-aideddesignandcomputer-aidedmanufacturing(CAD/CAM)haverevolutionizedtheproductionprocess.Now,everythingfromcookiestocarscanbedesignedandmanufacturedmuchmorecheaplythanbefore.Furthermore,customizedchangescanbemadewithverylittleincreaseincost.Whatwillsuchchangesmeanfortheclothingindustry,theshoeindustry,andotherfashion-relatedindustries?Howwillyoubenefitasaconsumer?,QuestionsforDiscussion,ModernProductionTechniques,Productivitymeanstheamountofproductsorservicesproducedwiththeresourcesused.Asimplewaytothinkofbusinesssproductivityisintermsof:theamountofaproductacompanyproducesoveracertainperiodoftimetheamountofaproductacompanysellsoveracertainperiodoftimehowquicklyacompanyperformsacertainservicehowmanycustomersacompanyservesoveracertainperiodoftime,Productivity,Thestandardmeasurementofproductivityisoutputperworker-hour,ortheratiobetweenthenumberofhoursworkedtototaloutput.Outputcanbemeasuredintermsof:volume;quantityofitemsproduced;dollarvalueofitemsproduced.,MeasurementofProductivity,Productivity,Measurementforproductionworkers:Bydividingthetotalnumberofhourspaidpermonthbythenumberofunitsproduced,onecoulddetermineboththecostsofproductionofaunitandthenumberofhoursrequiredtoproducetheunit.,MeasurementofProductivity,Productivity,Measurementforserviceindustries:Serviceindustriescanbaseproductivityonthenumberoftasksperformedorthenumberofcustomersprocessedpergivenperiodoftime.,MeasurementofProductivity,Productivity,Othermeasuresmightbe:whethertheservicedeliveredmeasureduptocompany,industry,orcustomerqualitystandards;whethercertaindeadlinesweremet,ifapplicable.,MeasurementofProductivity,Productivity,Measurementforsalesperformance:Themosteffectivemeansbymeasuringeachofthesefactors:Thevolumeofsalesindollarspergivenunitoftime;Thenumberofcallsmadeuponexistingaccounts;Thenumberofnewaccountsopened;Thedollaramountexpendedpersale.,MeasurementofProductivity,Productivity,Othermeasuresmightbe:determiningthelengthoftimethatanaverageworkerneedstogenerateagivenlevelofproduction.observingtheamountoftimethatagroupofemployeesspendsoncertainactivities(suchasproduction,travel,oridletimespentwaitingformaterialsorreplacingbrokenequipment).,MeasurementofProductivity,Productivity,Factorstobeconsidered:thecostperunitcomparedwithprice;itscompetitorsproductivitylevels,costperunit,andprice.,HowtoImproveProductivity,Productivity,Besuretobeavoided:poorplanning;poorschedulingofwork;unclearoruntimelyinstructionstoemployees;aninabilitytoadjuststaffsizeanddutiesduringlightorheavyworkloadperiods;poorco-ordinationofmaterialflow;theunavailabilityofneededtools;excesstraveltime.,HowtoImproveProductivity,Productivity,Thekeytoimproveproductivitylies:withtheemployeesthemselves;thewaythatacompanyusesthoseemployees.Inaword,thecompanyhastomotivateitsemployees.,HowtoImproveProductivity,Productivity,Whatisproductivity?Whyisi