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1、1-1,Operations Management 运营管理,云南大学商旅学院 吴奇志,1-2,Please Contact Cell Phone：0871-6770167 Email ： ,1-3,Announcement Please notify me in advance if you are absent or late, taking a French leave is not allowed. According to the rules made by MBA office, those who are absent one third or above from the t
2、otal classes will be barred from the final exam, no matter what grade you get in the other 2!,1-4,If you have any comments, please feel free to let me know, either by email, phone call or face-to-face talk, Id prefer the latter for its high efficiency. Your suggestions are welcomed so I am open to t
3、hem all the time. Besides, Id like you to treat me not only like a teacher, but a friend as well. Thanks for the POM course, for it serves as a bridge between us.,1-5,Performance Appraisal Participation & Attendance：25% Assignment & Case Study in Written Form：25% Final Exam：50%,1-6,Operations Manage
4、ment for Competitive Advantage Richard B. Chase, Nicholas J. Aquilano, F. Robert Jacobs Ninth Edition McGraw-Hill,Text Book,1-7,Main Reference Books 1 Operations Management Jay Heizer, Barry Render / Seventh Edition / Pearson Education 2 Operations Management William J. Stevenson / Seventh Edition /
5、 McGraw-Hill,1-8,Guideline in Teaching This Course,Focus on birds-eye view of POM rather than a certain specific content, Focus on the managerial matter of POM rather than methodologies and techniques, Focus on the most useful segments of POM rather than a comprehensive ones, and Lecture, case study
6、 (assignment), discussion, and site touring (speeches given by celebrities of POM) will comprise the total activities of this course.,1-9,How to Become A POM Expert?,You should have a sound mathematical sense for so many POM problems need to be calculated, You should have a good knowledge of compute
7、r science for it is a valuable tool to tackle POM problems, You should deal with the real problems by using the book knowledge, Last, not least, you should be familiar with the English language because the newly emerged POM techniques are mostly explained in this language.,1-10,Operations Management
8、 Introduction to Operations Management Chapter 1,1-11,Outline,WHAT IS OPERATIONS MANAGEMENT? THREE ORGANIZATIONAL FUNCTIONS WHY STUDY OM? OPERATIONS DESCISIONS WHAT OPERATIONS MANAGERS DO WHERE ARE THE OM JOBS?,1-12,Outline - Continued,THE HERITAGE OF OPERATIONS MANAGEMENT OPERATIONS IN THE SERVICE
9、SECTOR Differences between Goods and Services Growth of Services EXCITING NEW TRENDS IN OPERATIONS MANAGEMENT,1-13,Learning Objectives,When you complete this chapter, you should be able to : Identify or Define: Operations Management (OM) What operations managers do Services,1-14,Learning Objectives
10、- 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,1-15,What Is Operations Management?,Production is the creation of goods and services Operations
11、 management is the set of activities that creates value in the form of goods and services by transforming inputs into outputs,1-16,Types of Operations,Operations,Examples,1-17,Operations as a System,Transformation (Conversion) Process,1-18,Transformations,Physical-manufacturing Locational-transporta
12、tion Exchange-retailing Storage-warehousing Physiological-health care Informational-telecommunications,1-19,Food Process,1-20,Hospital Process,1-21,Organizational Functions,Essential functions: Operations creates the product or service Marketing generates demand, Gets customers Finance/accounting tr
13、acks organizational performance, pays bills, Obtains funds and Tracks money,1-22,Functions - Bank,Example 1,1-23,Organizational Charts,1-24,Functions - Airline, 1984-1994 T/Maker Co.,Example 2,1-25,Organizational Charts,Airline,Operations Ground support equipment Maintenance Ground Operations Facili
14、ty maintenance Catering Flight Operations Crew scheduling Flying Communications Dispatching Management science,Finance & Accounting Accounting Payables Receivables General Ledger Finance Cash control International exchange rates,Marketing Traffic administration Reservations Schedules Tariffs (pricin
15、g) Sales Advertising,1-26,Functions - Manufacturer,Example 3,1-27,Organizational Charts,Manufacturing,1-28,Identifying Critical Success Factors,Decisions Sample Option Product Customized, or standardized Quality Define customer expectations and how to achieve them Process Facility size, technology,
16、capacity Location Near supplier or customer Layout Work cells or assembly line Human resource Specialized or enriched jobs Supply chain Single or multiple source suppliers Inventory When to reorder, how much to keep on hand Schedule Stable or fluctuating productions rate Maintenance Repair as required or preventive maintenance,Marketing Service Distribution Promotion Channels of distribution Product posit
