高等生产管理(台湾正修科技大学讲师课件)

IEM,CSUOperationsasaCompetitiveWeapon$300,000130,0005$270,000120,0004$210,000110,0003$150,000100,0002$90,00090,0001($150,000)80,0000CashFlowExpectedDemandYearIEM,CSUHowOperationsAsaCompetitiveWeaponfitstheOperationsManagementPhilosophyOperationsAsaCompetitiveWeaponOperationsStrategyProjectManagementProcessStrategyProcessAnalysisProcessPerformanceandQualityConstraintManagementProcessLayoutLeanSystemsSupplyChainStrategyLocationInventoryManagementForecastingSalesandOperationsPlanningResourcePlanningSchedulingIEM,CSUFedExWhyaretheysuccessful?FastOn-timedeliveriesRelativelylowcostTechnologyinshipmenttrackingIEM,CSUInputsTransformationProcesses(Addingvalue)OutputsOperationsManagementis…“Thesystematicdesign,directionandcontrolofprocessesthattransforminputsintoservicesandproductsforinternal,aswellasexternal,customers.”IEM,CSUOperationsManagementasaFunctionIEM,CSUProcessesProcessesshouldaddvalue.Processescanbebrokendownintosub-processes,whichinturncanbebrokendownfurther.Anyprocessthatispartofalargerprocessisconsidereda“nestedprocess.”Eachprocessandeachnestedprocesshasinputsandoutputs.IEM,CSUNestedProcessesAdvertisementDesignandPlanningProcessCreativedesignprocess•Receiveworkrequest•Assembleteam•Prepareseveraldesigns•ReceiveinputsfromAccountExecutive•Preparefinalconcept•Reviseconceptperclient’sinputsMediaplanningprocess•Receiveworkrequest•Prepareseveralmediaplans•ReceiveinputsfromAccountExecutive•Preparefinalplan•Reviseplanperclient’sinputsIEM,CSUProcessViewofanAdAgencyAccountingprocessProductionprocess•PrepareadforpublicationanddelivertomediaoutletsAdvertisementdesignandplanningprocess•CreatetheadtotheneedsoftheclientandprepareaplanformediaexposureOutputinterfaceprocess•Communicatewithclient,getneeds,andcoordinateprogressInputsOutputsIEM,CSUExternalvs.InternalCustomersExternalCustomersarethosewhopurchasethegoodsandservices.InternalCustomersarethosewhoreceivetheoutputofotherswithinthefirm.Theyarepartofthetransformationprocess.InputsfromotherprocessesTransformationProcesses(Addingvalue)OutputstoInternalortoExternalcustomersIEM,CSUServiceProcessesandManufacturingProcessesManufacturingprocesseschangematerialsinoneormoreofthefollowingdimensions:PhysicalpropertiesShapeFixeddimensionsSurfacefinishJoiningpartsandmaterialsIfaprocessisn’tdoingatleastoneofthese,thenitisaservice(non-manufacturing)process.IEM,CSUManufacturingandServiceGoodsProductionTangibleCanbeinventoriedLowcustomercontactCapitalIntensiveQualityeasilymeasuredServiceProductionIntangibleCan’tbeinventoriedHighcustomercontactLaborIntensiveQualityhardtomeasureMostfirmsprovidebothgoodsandservices.IEM,CSUValueChainsValuechainsareaninterrelatedseriesofprocessesthatproduceaserviceorproducttothesatisfactionofcustomers.Valuechainsmayhavecoreprocessesorsupportprocesses.Coreprocessesdelivervaluetoexternalcustomers.Supportprocessesprovidevitalinputsforthecoreprocesses.IEM,CSUCoreProcesses1.CustomerrelationshipprocessesIdentify,attract,andbuildrelationshipswithexternalcustomersandfacilitatetheplacementoforders.2.Newservice/productdevelopmentprocessesDesignanddevelopnewservicesorproductsfrominputsreceivedfromexternalcustomerspecifications.3.OrderfulfillmentprocessesTheactivitiesrequiredtoproduceanddelivertheserviceorproducttotheexternalcustomers.4.SupplierrelationshipprocessesSelectsuppliersofservices,materialsandinformationandfacilitatethetimelyandefficientflowoftheseitemsintothefirm.IEM,CSUSupportProcessesInternalValue-ChainLinkagesFirmshavemanyprocessesthatsupportthecoreprocesses.ExternalsuppliersExternalcustomersSupportprocessesSupplierrelationshipprocessOrderfulfillmentprocessNewservice/productdevelopmentprocessCustomerrelationshipprocessIEM,CSUProgressiveInsuranceGrewfrom$1.3billionto$11in13years.Howdidtheydoit?OperationalInnovation(Designingnewprocesses)ImmediateResponseClaimsHandling(24hoursaday).Streamlinedclaimsprocessing,from7-10daysto9hours.Websiteforagentsonly.Websiteforcustomerinformation,inquiriesandroutineprocessing.Agentsquicklygotosceneofaccident.IEM,CSUOperationsasaSetofDecisions(1)Recognizeandclearlydefinetheproblem.(2)Collecttheinformationneededtoanalyzepossiblealternatives.(3)Choosethemostattractivealternative.(4)Implementthechosenalternative.BasicDecision-makingStepsIEM,CSUOperationsasaSetofDecisionsStrategicDecisionsTacticalDecisionsDevelopmentofnewcapabilitiesMaintenanceofexistingcapabilitiesDesignofnewprocessesDevelopmentandorganizationofvaluechainsKeyperformancemeasuresProcessimprovementandperformancemeasuresManagementandplanningofprojectsGenerationofproductionandstaffingplansInventorymanagementResourceschedulingIEM,CSUProductivityProductivityisthevalueofoutputs(servicesandproducts)produced,dividedbythevalueofinputresources(wages,costsofequipment,etc.)OutputProductivity=InputIEM,CSUProductivityCalculationExample1.11.SinglefactorThreeemployeesprocess600insurancepoliciesinaweek.Theywork8hoursperday,5daysperweek.Calculatetheproductivityinpoliciesperhour.Laborproductivity=PoliciesProcessedEmployeeHou