运营管理 整理Word下载.docx
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运营管理 整理Word下载.docx
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☐Scheduling
☐Managinginventories
☐Assuringquality
☐Motivatingemployees
☐Decidingwheretolocatefacilities
☐Andmore...
5.SystemDesign&
SystemOperations
Design:
Systemcapacity
Locationoffacilities
Arrangementofdepartments
Productandservicesplanning
Acquisitionandplacementofequipment
Operation:
Managementofpersonnel
Inventoryplanningandcontrol
Scheduling
Projectmanagement
Qualityassurance
Chapter2OperationsStrategyandCompetitiveness
1.Whatisstrategy?
Strategyisaboutpositioning,findingrightpositioninthemarket,thentargetingthem.(MPorter:
HBS,1996)
*2.StrategyHierarchy(战略分层)
CorporateStrategy:
Overallstrategyadoptedbythefirmthatdefinesthespecificbusinessesinwhichthefirmwillcompeteandthewayin,whichresourcesare,acquiredandallocated.VisionMissionStatement.
Business/CompetitiveStrategy
*Competitiveness:
Theattractivenessoftheproductitsuppliesinthemarketplacerelativetoitscompetition.Ithas4dimensions(PQDV)aboutproductattributes,namely,productprice,productquality,productdeliveryandproductvariety.
Theattractivenessoftheproductbycompanycomparetoonesbycompetitorsinthemarket(JapaneseScholars)
*Competence:
individualtechnologies,skill,etcthatunderlyacompany’smyriadproductlines(HamelandPrahalad,1990)
*Capability:
asetofbusinessprocessesstrategicallyunderstood,whatmakesasetofindividualprocessesintoastrategiccapabilities?
☐Thekeyisconnectedthemtorealcustomerneeds.
☐Acapabilityisstrategiconlywhenitbeginsandendswithcustomer.
CapabilityDimension:
ProcessAttributes
Measuringtheabilityofprocessestoproduceanddelivercorrespondingproductattributes:
☐Cost:
thetotalcostincurredinproducinganddeliveringoutputs.
☐FlowTime:
thetotaltimeneededtotransformaflowunitfrominputintooutput.
☐Consistency:
theabilitytoproduceanddeliverqualityproducts.
☐Flexibility:
theabilitytoproduceanddeliverdesiredproductvariety.
FunctionalStrategy(职能战略):
Strategydevelopedbyafunction(e.g.,marketing)withinanorganizationtosupportthebusinessstrategy.
☐*OperationsStrategy(Oneoffunctionalstrategies):
Determininghowtobestutilizethefirm’sresourcestobuild(core)competences,capabilitiesandgaincompetitivenessinthemarket.
Asettingbroadpoliciesandplansforusingtheresourcesoffirmtobestsupportitslongtermcompetitivestrategy.
Structure
Infrastructure
Capacity
Workforce
Facilities
Quality
Technology
WorkControl
Make-BuyorVerticalIntegration
Organization
☐Marketingstrategy
☐Financestrategy
*3.Orderqualifies&
Orderwinner.
Orderqualifiersarethebasiccriteriathatpermitthefirm’sproductstobeconsideredascandidatesforpurchasebycustomers.(Abrandnamecar)
Orderwinnersarethecriteriathatdifferentiatetheproductsandservicesofonefirmfromanother.(Repairservices)
Chapter3ProductDesign
1.Whytodesignnewproduct?
ProductLifeCycles
ImportanceofNewProducts
ProductLifeCycles:
Introduction:
Finetuning
☐Research
☐Productdevelopment
☐Processmodificationandenhancement
☐Supplierdevelopment
Growth:
Productdesignbeginstostabilize
Effectiveforecastingofcapacitybecomesnecessary
Addingorenhancingcapacitymaybenecessary
Maturity:
Competitorsnowestablished
Highvolume,innovativeproductionmaybeneeded
Improvedcostcontrol,reductioninoptions,paringdownofproductline
Decline:
Unlessproductmakesaspecialcontributiontotheorganization,mustplantoterminateoffering
ImportanceofNewProducts:
2.TypicalPhasesofProductDevelopment
Planning
ConceptDevelopment
System-LevelDesign
DesignDetail
TestingandRefinement
ProductionRamp-up
*3.Howtodesignabetterproduct?
Meetthedemandofthecustomer&
Decreasethecost
DesigningfortheCustomer:
QualityFunctionDeployment(QFD):
Theprocessfortranslatingcustomerrequirementsintoaproduct’sdesign.
☐Interfunctionalteamsfrommarketing,designengineering,andmanufacturing
☐Voiceofthecustomer
✓CustomerfeedbackisusedinQFDprocesstodetermineproductspecifications.
✓Customerattributes:
●Productneeds
●Productpreferences
☐HouseofQuality
UseofQFDteams
☐Identifyimportantcustomerattributes.
☐Designsuperiorproduct.
☐Shortenproductdesigntime.
☐Facilitateinterfunctionalcooperation.
TheHouseofQuality:
Customerrequirementsinformationformsthebasisforthismatrix,usedtotranslatethemintooperatingorengineeringgoals
DesignforManufacturability:
ValueAnalysis/ValueEngineering(VA/VE)
Achieveequivalentorbetterperformanceatalowercostwhilemaintainingallfunctionalrequirementsdefinedbythecustomer.
达到相同或更好的性能,更低的成本,同时保持由客户定义的所有功能要求。
☐Doestheitemhaveanydesignfeaturesthatarenotnecessary?
☐Cantwoormorepartsbecombinedintoone?
☐Howcanwecutdowntheweight?
☐Aretherenonstandardpartsthatcanbeeliminated?
ConcurrentEngineering:
Concurrentengineeringcanbedefinedasthesimultaneousdevelopmentofprojectdesignfunctions,withopenandinteractivecommunicationexistingamongallteammembersforthepurposesofreducingtimetomarket,decreasingcost,andimprovingqualityandreliability.
并行工程可以定义为同步发展的项目设计功能,具有开放,互动的沟通现有的所有团队成员间的缩短产品上市时间,降低成本,提高质量的目的
☐“Let’sworktogethersimultaneously”
TraditionalApproach:
“Wedesignit,youbuildit”or“Overthewall
MeasuringProductDevelopmentPerformance:
PerformanceDimension
Measures
Time-to-market
●Freq.ofnewproductsintroduced
●Timetomarketintroduction
●Numberstatedandnumbercompleted
●Actualversusplan
●Percentageofsalesfromnewproducts
Productivity
●Engineeringhoursperproject
●Costofmaterialsandtoolingperproject
●Conformance-reliabilityinuse
●Design-performanceandcustomersatisfaction
●Yield-factoryandfield
DealingwithTrade-offsandPriorities:
FactoryFocusandTrade-offs
☐Afactorycouldnotfocusonallfourcompetitivepriorities(cost,quality,time,andflexibility).
✓Focusingperformanceononedimensionlimits/eliminatestheabilitytofocusonanotherpriority.
Plant-within-a-Plant(PWP)concept(Skinner)
☐Differentlocationswithafacilitywouldfocusontheirowncompetencedimension
*Chapter4ProcessAnalysis
1.WhatisaProcess?
AProcessisatransformationofinputintooutput.
Process:
Acollectionoftasks,connectedbyflowsofmaterialandinformation,thattransformsvariousinputsintooutputs.
InputsTransformationProcessOutputs(Goods/Services)
2.ToolstoDescribeProcesses
FlowDiagrams-Showsthemovementofmaterials
Time-FunctionMapping-Showsflowsandtimeframe
ValueStreamMapping-Showsflowsandtimeandvalueaddedbeyondtheimmediateorganization
ProcessCharts-Usessymbolstoshowkeyactivities
ServiceBlueprinting-focusesoncustomer/providerinteraction
ProcessFlowChart/Diagram
Agraphictooltopresentthemajorelementsofaprocess
Thebasicelementscanincludetasksoroperations,flowsoftheflowunits,andstorageareasorqueues
Itisanidealmethodologybywhichtobeginanalyzingaprocess
Standardflowchartsymbols:
Rectangles:
Representingactivities,Tasks/Operations
Arrows:
RepresentingFlowofMaterial/Information
Triangles:
Representingbuffers/inventories
Inputs/Outputs:
Anytangible/intangibleitemthatflowsinandoutoftheprocess.
☐Definetheboundariesoftheprocess
Examples:
☐RawMaterial,FinishedGoods
☐LocationA,LocationB
☐Invoiceddollars,Collecteddollar
*3.ClassificationofProcessesBy
TheNumberofstage:
Single-stageProcessorMulti-stageProcess
WithorWithoutBuffer:
Multi-stageProcesswithBufferorNot
ProcessArchitecture
Othertype:
Make-to-OrderorMake-to-Stock
ProcessArchitecture:
JobShop
Project
Scale
Batch
FlowShop
LineFlow
--Disconnected
--Connected
Continuous
Project:
Projectisaseriesofrelatedjobsusuallydirectedtowardsomemajoroutputandrequiringasignificantperiodoftimetoperform.E.g.Spaceshuttlebuilding
☐Uniqueproduct,verylowvolume
☐Veryflexible(generalpurpose)resources
☐Productisstable,M/C’sandtoolsaremobile
JobShopFlow:
Highproductvariety,verylowvolume
Flexible(generalpurpose)resources
Functionallayout
Jumbledflows,oftenuniquetoeachproduct
Examples
☐Bicyclerepair
☐Commercialprintshop
☐Hospitalemergencyroom
☐Restaurantkitchen
BatchFlow:
Smallbatches(thoughbiggerthanjobshop)
Stablelineofproducts
Morestandardizedprocessflowswhichmostorallproductsfollowwithminordeviations
☐Heavyequipment
☐Musicalinstruments
☐Athleticuniforms
☐Standardlaboratorytests
LineF
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