第一章+运作管理概述.ppt

1、运作管理 Operation Management主讲教师：张毕西,CHAPTER 1,1.1 Overview: Introduction to Operations Management 1.1.1 What is Operations Management?Defined： Operations management (OM) is defined as the design, operation, and improvement of the systems that create and deliver the firms primary products and services.

2、,1.1.2. Status of OM in Management,1.1.3 Competitive Dimensions,Product Quality and Service level Cost and Price Product Brand Due-Date/Delivery Speed and its Reliability Coping with Changes in Demand Flexibility and New Product Introduction Speed Adapting ability Respond speed,Globalization Competi

3、tion; Supply Chain Management; Complicated、variation and Individuation Demand; Celerity Development of Science And Technology； Internet and information technology,1.1.4 OM in a New Circumstance,1.2 Why Study Operations Management?,A production system is defined as a user of resources to transform in

4、puts into some desired outputs.,1.3 production system,What is a Production System?Defined：,Food Processor,Inputs,Processing,Outputs,Hospital Process,Inputs,Processing,Outputs,输出,输入,Transformations,Physical-manufacturing Locational-transportation Exchange-retailing Storage-warehousing Physiological-h

5、ealth care Informational-telecommunications,1.4 Types of Operations,1.5 Responsibilities of Operations Management,Products & services,Planning,Capacity,Location,Make or buy,Layout,Projects,Scheduling,Controlling/Improving,Inventory,Organizing,Degree of centralization,Process selection,Staffing,Hirin

6、g/laying off,Use of Overtime,Directing,Incentive plans,Issuance of work orders,Job assignments,1.6 What is a Service and What is a Good?,“If you drop it on your foot, it wont hurt you.” (Good or service?) “Services never include goods and goods never include services.” (True or false?),Core services

7、 are basic things that customers want from products they purchase.,Core Services Definition,Core Services Performance Objectives,Value-added services differentiate the organization from competitors and build relationships that bind customers to the firm in a positive way.,Value-Added ServicesDefined

8、,Value-Added Service Categories,1.7 Historical Development of OM,JIT and TQC. Manufacturing Strategy Paradigm. Service Quality and Productivity. Total Quality Management and Quality Certification.,1.7 Historical Development of OM,Business Process Reengineering. Supply Chain Management. Electronic Co

9、mmerce.,1.8 Current Issues in OM,Effectively consolidating the operations resulting from mergers. Developing flexible supply chains to enable mass customization of products and services. Managing global supplier, production and distribution networks.,1.8 Current Issues in OM,Increased “Commoditizati

10、on” of suppliers. Achieving the “Service Factory”. Achieving good service from service firms.,1.9 运作管理的原则与要求 需求性； 经济性； 均衡性； 准时性； 文明性； 安全性。,1.10 运作过程分类 (1)按运作过程连续程度 a、连续式系统 按预定工艺流程和要求、连续地通过各生产环节，最终转化成产成品 (化工、石油、冶金、食品、造纸等)。 管理重点：设备状态、参数控制、工作流程与规范。,b、离散式系统 在不同地点完成不同工艺或零、部件生产，再集中到某地点装配成产成品(如电子、机械等产品）。 (

11、2) 按系统适应市场的形式 a、生产-储存式系统 (Make to Store-MTS) 需求预测制定计划生产成品入库配送销售. MTS可以较好地满足随机需求(数量变化)；系统运行较均衡，质量较稳定、人力、设备等资源利用率较高。但占用流动资金较大，有市场风险，适用于通用产品。,b、订单-生产式系统(Make to Order-MTO) 客户订货确定生产计划组织生产(人员、设施、原材料)交货(临时库存、发运、验收)。 可减少成品库存，避免市场风险。但订货提前期较长，对管理水平要求高，需求波动对运作系统影响大，管理工作难度大。 c、生产-储存-装配式(ASSEMBLE to ORDER-ATO)

12、总量需求预测零部件生产计划零部件库存客户订货装配计划产品组装成品交货.,(3) 按适应客户需求变化的流程阶段,适应用户个性化需求的运作模式-延迟策略就是使通用化与个性化的分界点尽量后移 1.12 运作系统环境与运作方式的发展 1.12.1 环境变化 (1)、科技快速发展 一个新产品从构思、设计、试制、到正式投产，19世纪约需70年时间，20世纪二次大战期间约40年，60年代中期为20年，70 年代后期5-10年，现在只需3年甚至更短时间。-产品更新换代速度加快。,技术环境的变化，对生产运作系统提出了更高的要求。快速开发新产品、新工艺，提升生产系统的适应性、创新性，快速反应能力，成了企业生存和发展的关键。 (2) 用户需求个性化、多样化 科技进步、经济发展，竞争加剧，用户消费观念发生了很大变化，追求质量、性能、个性和特色成为时尚，产品寿命周期缩短。多品种、小批量、多批次生产方式逐步成为主流。,(3)、全球化竞争日益激烈-推动以质量、价格为主的竞争向价格、质量、服务、时间、适应性等多维度的竞争。世界市场一体化进程加快，制造企业面临的竞争压力日益加大。为了生存和发展，企业生产运作系统必须满足高质量、高效率、低成本、高柔性、短且准时的交货期要求。 (4)、供应链理论及实践的发展-从一单企业竞