運(yùn)營(yíng)管理Operations Management(ppt)
Operations Management 運(yùn)營(yíng)管理








Operations Management Introduction to Operations Management Chapter 1
Outline

WHAT IS OPERATIONS MANAGEMENT?
THREE ORGANIZATIONAL FUNCTIONS
WHY STUDY OM?
OPERATIONS DESCISIONS
WHAT OPERATIONS MANAGERS DO
WHERE ARE THE OM JOBS?
Outline - Continued
THE HERITAGE OF OPERATIONS MANAGEMENT
OPERATIONS IN THE SERVICE SECTOR
Differences between Goods and Services
Growth of Services
EXCITING NEW TRENDS IN OPERATIONS MANAGEMENT


Learning Objectives
When you complete this chapter, you should be able to :
Identify or Define:
Operations Management (OM)
What operations managers do
Services
Learning Objectives - Continued
When 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 discipline

What Is Operations Management?
Production is the creation of goods and services
Operations management is the set of activities that creates value in the form of goods and services by transforming inputs into outputs

Operations as a System
Transformations
Physical--manufacturing
Locational--transportation
Exchange--retailing
Storage--warehousing
Physiological--health care
Informational--telecommunications


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 money
Functions - Bank
Organizational Charts
Functions - Airline
Organizational Charts
Functions - Manufacturer
Organizational Charts
Identifying Critical Success Factors


Why Study OM?
OM is one of three major functions (marketing, finance, and operations) of any organization.
We want (and need) to know how goods and services are produced.
We want to understand what operations managers do.
OM is such a costly part of an organization.


Options for Increasing Contribution
Ten Critical Decisions
Service, product design
Quality management
Process, capacity design
Location
Layout design
Human resources, job design
Supply-chain management
Inventory management
Scheduling
Maintenance
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?
The Critical Decisions - Continued
Process and capacity design
What processes will these products require and in what order?
What equipment and technology is necessary for these processes?
Location
Where should we put the facility
On what criteria should we base this location decision?
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?
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?

The 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?


Where are the OM Jobs
Where Are the OM Jobs?
Technology/methods
Facilities/space utilization
Strategic issues
Response time
People/team development
Customer service
Quality
Cost reduction
Inventory reduction
Productivity improvement





The Heritage of Operations Management
Significant Events in Operations Management
The Heritage of Operations Management
The Heritage of Operations Management - Continued
Eli Whitney
Frederick W. Taylor
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 accomplished
Frank & Lillian Gilbreth
Henry Ford
W. Edwards Deming
Contributions From
Human factors
Industrial engineering
Management science
Biological science
Physical sciences
Information science
Significant 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)
Significant Events - Continued
CPM/PERT (Dupont, 1957)
MRP (Orlicky, 1960)
CAD
Flexible manufacturing systems (FMS)
Manufacturing automation protocol (MAP)
Computer integrated manufacturing (CIM)
Operations in the Service Sector
Service Economies Proportion of Employment in the Service Sector

Jobs in the U.S
Organizations in Each Sector
Organizations in Each Sector
Organizations in Each Sector
Organizations in Each Sector Summary
Development of the Service Economy
Characteristics of Goods
Characteristics of Service
Goods Versus Services
Can be resold
Can be inventoried

Some aspects of quality measurable
Selling is distinct from production

Goods Versus Services - Continued
Product is transportable
Site of facility important for cost

Often easy to automate
Revenue generated primarily from tangible product


Goods Contain Services / Services Contain Goods

Changing Challenges for the Operations Manager
Changing Challenges for the Operations Manager






運(yùn)營(yíng)管理Operations Management(ppt)