运营管理 整理.docx

运营管理 整理.docx

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运营管理整理

运营管理

Chapter1Introduction

1.WhatisOM?

AllactivitiesdirectlyrelatedtothecreationanddeliveryofgoodsandservicesforTargetcustomersbelongtoOperation.

*OM’skeyissueistomakesupplymeetdemand.

Operationsmanagement（OM）isdefinedasthedesign,operating,andimprovementoftheSystemsthatcreateanddeliverthefirm’sprimaryproducts.

ResponsibilitiesofOM:

Planning,Organizing,Staffing,Directing,Controlling

计划、组织、领导、指挥、控制

2.Operation’sbusinessfunctions.

ØOperations

ØMarketing

ØFinance

ØPersonnel/HumanResourceManagement

ØInformationSystem/IT

ØOrganizationandMgmt

ØAccounting

*3.Manufacturingvs.Service

Manufacturercanuseinventorytomeetthefluctuantdemand,butservicecan’t.

4.ScopeofOperationsManagement

☐Forecasting

☐Capacityplanning

☐Scheduling

☐Managinginventories

☐Assuringquality

☐Motivatingemployees

☐Decidingwheretolocatefacilities

☐Andmore...

5.SystemDesign&SystemOperations

Design：

ØSystemcapacity

ØLocationoffacilities

ØArrangementofdepartments

ØProductandservicesplanning

ØAcquisitionandplacementofequipment

Operation：

ØManagementofpersonnel

ØInventoryplanningandcontrol

ØScheduling

ØProjectmanagement

ØQualityassurance

Chapter2OperationsStrategyandCompetitiveness

1.Whatisstrategy?

Strategyisaboutpositioning,findingrightpositioninthemarket,thentargetingthem.（MPorter:

HBS,1996）

*2.StrategyHierarchy（战略分层）

ØCorporateStrategy:

Overallstrategyadoptedbythefirmthatdefinesthespecificbusinessesinwhichthefirmwillcompeteandthewayin,whichresourcesare,acquiredandallocated.VisionMissionStatement.

ØBusiness/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.

ØFunctionalStrategy（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.

ØOrderqualifiersarethebasiccriteriathatpermitthefirm’sproductstobeconsideredascandidatesforpurchasebycustomers.（Abrandnamecar）

ØOrderwinnersarethecriteriathatdifferentiatetheproductsandservicesofonefirmfromanother.（Repairservices）

Chapter3ProductDesign

1.Whytodesignnewproduct?

ØProductLifeCycles

ØImportanceofNewProducts

ProductLifeCycles:

Introduction:

ØFinetuning

☐Research

☐Productdevelopment

☐Processmodificationandenhancement

☐Supplierdevelopment

Growth:

ØProductdesignbeginstostabilize

ØEffectiveforecastingofcapacitybecomesnecessary

ØAddingorenhancingcapacitymaybenecessary

Maturity:

ØCompetitorsnowestablished

ØHighvolume,innovativeproductionmaybeneeded

ØImprovedcostcontrol,reductioninoptions,paringdownofproductline

Decline:

ØUnlessproductmakesaspecialcontributiontotheorganization,mustplantoterminateoffering

ImportanceofNewProducts:

2.TypicalPhasesofProductDevelopment

ØPlanning

ØConceptDevelopment

ØSystem-LevelDesign

ØDesignDetail

ØTestingandRefinement

ØProductionRamp-up

*3.Howtodesignabetterproduct?

Meetthedemandofthecustomer&Decreasethecost

DesigningfortheCustomer:

QualityFunctionDeployment（QFD）:

ØTheprocessfortranslatingcustomerrequirementsintoaproduct’sdesign.

☐Interfunctionalteamsfrommarketing,designengineering,andmanufacturing

☐Voiceofthecustomer

✓CustomerfeedbackisusedinQFDprocesstodetermineproductspecifications.

✓Customerattributes:

●Productneeds

●Productpreferences

☐HouseofQuality

ØUseofQFDteams

☐Identifyimportantcustomerattributes.

☐Designsuperiorproduct.

☐Shortenproductdesigntime.

☐Facilitateinterfunctionalcooperation.

TheHouseofQuality:

Customerrequirementsinformationformsthebasisforthismatrix,usedtotranslatethemintooperatingorengineeringgoals

DesignforManufacturability:

ValueAnalysis/ValueEngineering（VA/VE）

ØAchieveequivalentorbetterperformanceatalowercostwhilemaintainingallfunctionalrequirementsdefinedbythecustomer.

Ø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:

ØConcurrentengineeringcanbedefinedasthesimultaneousdevelopmentofprojectdesignfunctions,withopenandinteractivecommunicationexistingamongallteammembersforthepurposesofreducingtimetomarket,decreasingcost,andimprovingqualityandreliability.

Ø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

●Actualversusplan

Quality

●Conformance-reliabilityinuse

●Design-performanceandcustomersatisfaction

●Yield-factoryandfield

DealingwithTrade-offsandPriorities:

ØFactoryFocusandTrade-offs

☐Afactorycouldnotfocusonallfourcompetitivepriorities（cost,quality,time,andflexibility）.

✓Focusingperformanceononedimensionlimits/eliminatestheabilitytofocusonanotherpriority.

ØPlant-within-a-Plant（PWP）concept（Skinner）

☐Differentlocationswithafacilitywouldfocusontheirowncompetencedimension

*Chapter4ProcessAnalysis

1.WhatisaProcess?

AProcessisatransformationofinputintooutput.

Process:

Acollectionoftasks,connectedbyflowsofmaterialandinformation,thattransformsvariousinputsintooutputs.

InputsTransformationProcessOutputs（Goods/Services）

2.ToolstoDescribeProcesses

ØFlowDiagrams-Showsthemovementofmaterials

ØTime-FunctionMapping-Showsflowsandtimeframe

ØValueStreamMapping-Showsflowsandtimeandvalueaddedbeyondtheimmediateorganization

ØProcessCharts-Usessymbolstoshowkeyactivities

ØServiceBlueprinting-focusesoncustomer/providerinteraction

ProcessFlowChart/Diagram

ØAgraphictooltopresentthemajorelementsofaprocess

ØThebasicelementscanincludetasksoroperations,flowsoftheflowunits,andstorageareasorqueues

ØItisanidealmethodologybywhichtobeginanalyzingaprocess

Standardflowchartsymbols:

ØRectangles:

Representingactivities,Tasks/Operations

ØArrows:

RepresentingFlowofMaterial/Information

ØTriangles:

Representingbuffers/inventories

Inputs/Outputs:

ØAnytangible/intangibleitemthatflowsinandoutoftheprocess.

☐Definetheboundariesoftheprocess

ØExamples:

☐RawMaterial,FinishedGoods

☐LocationA,LocationB

☐Invoiceddollars,Collecteddollar

*3.ClassificationofProcessesBy

ØTheNumberofstage:

Single-stageProcessorMulti-stageProcess

ØWithorWithoutBuffer:

Multi-stageProcesswithBufferorNot

ØProcessArchitecture

ØOthertype:

Make-to-OrderorMake-to-Stock

ProcessArchitecture:

JobShop

Project

Scale

JobShop

Batch

FlowShop

LineFlow

--Disconnected

--Connected

Continuous

Project:

ØProjectisaseriesofrelatedjobsusuallydirectedtowardsomemajoroutputandrequiringasignificantperiodoftimetoperform.E.g.Spaceshuttlebuilding

☐Uniqueproduct,verylowvolume

☐Veryflexible（generalpurpose）resources

☐Productisstable,M/C’sandtoolsaremobile

JobShopFlow:

ØHighproductvariety,verylowvolume

ØFlexible（generalpurpose）resources

Ø

Functionallayout

ØJumbledflows,oftenuniquetoeachproduct

ØExamples

☐Bicyclerepair

☐Commercialprintshop

☐Hospitalemergencyroom

☐Restaurantkitchen

BatchFlow:

ØSmallbatches（thoughbiggerthanjobshop）

ØStablelineofproducts

Ø

Morestandardizedprocessflowswhichmostorallproductsfollowwithminordeviations

ØExamples

☐Heavyequipment

☐Musicalinstruments

☐Athleticuniforms

☐Standardlaboratorytests

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