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1、生产作业管理授课计划l 专题讲授 专题一：生产运作及其运作策略 专题二：产品与顾客满意 专题三：制程、布局和能力 专题四：质量控制与管理 专题五：采购、存货与成本控制 专题六：服务系统设计与管理 专题七：项目规划与管理 专题八：生产效率估计与评价 l 上机模拟：啤酒竞赛、生产计划、项目管理等 l 案例研讨：红酸果、抱怨信、清溢公司第一专题环境、产品与顾客满意北京大学光华管理学院 王明舰 博士形形色色的组织为什么存在组织？组织为特定的顾客提供了 令其满意的产品或服务组织产品服务?组织的生产作业系统原材料 to facilitate communication and sharing of bes
2、t practices information among U.S. organizations of all types; and to serve as a working tool for understanding and managing performance, planning, and training. 1999 CRITERIA FOR PERFORMANCE EXCELLENCEl Categories/ItemsPoint Values 1 Leadership 125 1.1 Organizational Leadership 85 1.2 Public Respon
3、sibility and Citizenship 40 2 Strategic Planning85 2.1 Strategy Development40 2.2 Strategy Deployment45 3 Customer and Market Focus85 3.1 Customer and Market Knowledge 40 3.2 Customer Satisfaction and Relationships45 4 Information and Analysis85 4.1 Measurement of Organizational Performance40 4.2 An
4、alysis of Organizational Performance45 1999 CRITERIA FOR PERFORMANCE EXCELLENCE5 Human Resource Focus85 5.1 Work Systems35 5.2 Employee Education, Training, and Development 25 5.3 Employee Well-Being and Satisfaction25 6 Process Management85 6.1 Product and Service Processes55 6.2 Support Processes1
5、5 6.3 Supplier and Partnering Processes15 7 Business Results450 7.1 Customer Focused Results115 7.2 Financial and Market Results115 7.3 Human Resource Results80 7.4 Supplier and Partner Results25 7.5 Organizational Effectiveness Results115 l TOTAL POINTS1000 SCORING GUIDELINES SCOREAPPROACH/DEPLOYME
6、NT0% no systematic approach evident; anecdotal information10% to 20% beginning of a systematic approach to the basic purposes of the Item major gaps exist in deployment that would inhibit progress in achieving the basic purposes of the Item early stages of a transition from reacting to problems to a
7、 general improvement orientation30% to 40% a sound, systematic approach, responsive to the basic purposes of the Item approach is deployed, although some areas or work units are in early stages of deployment beginning of a systematic approach to evaluation and improvement of basic Item processes50%
8、to 60% a sound, systematic approach, responsive to the overall purposes of the Item approach is well-deployed, although deployment may vary in some areas or work units a fact-based, systematic evaluation and improvement process is in place for basic Item processes approach is aligned with basic orga
9、nizational needs identified in the other Criteria Categories70% to 80% a sound, systematic approach, responsive to the multiple requirements of the Item approach is well-deployed, with no significant gaps a fact-based, systematic evaluation and improvement process and organizational learning/ sharin
10、g are key management tools; clear evidence of refinement and improved integration as a result of organizational-level analysis and sharing approach is well-integrated with organizational needs identified in the other Criteria Categories90% to 100% a sound, systematic approach, fully responsive to al
11、l the requirements of the Item approach is fully deployed without significant weaknesses or gaps in any areas or work units a very strong, fact-based, systematic evaluation and improvement process and extensive organizational learning/sharing are key management tools; strong refinement and integrati
12、on, backed by excellent organizational-level analysis and sharing approach is fully integrated with organizational needs identified in the other Criteria CategoriesSCORING GUIDELINES SCORERESULTS0% no results or poor results in areas reported10% to 20% some improvements and/or early good performance
13、 levels in a few areas results not reported for many to most areas of importance to the organizations key business requirements30% to 40% improvements and/or good performance levels in many areas of importance to the organizations key business requirements early stages of developing trends and obtai
14、ning comparative information results reported for many to most areas of importance to the organizations key business requirements50% to 60% improvement trends and/or good performance levels reported for most areas of importance to the organizations key business requirements no pattern of adverse tre
15、nds and no poor performance levels in areas of importance to the organizations key business requirements some trends and/or current performance levels evaluated against relevant comparisons and/or benchmarks show areas of strength and/or good to very good relative performance levels business results address most key customer, market, and process requirements70% to 80% current performance is good to excellent in areas of importance to
