《管理学英文课件：ch18 Managing Operations》由会员分享，可在线阅读，更多相关《管理学英文课件：ch18 Managing Operations（24页珍藏版）》请在金锄头文库上搜索。
1、Managing OperationsChapterChapter18Management Stephen P. Robbins Mary Coulter tenth edition1Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallLearning OutcomesFollow this Learning Outline as you read and study Follow this Learning Outline as you read and study this chapter.this chapt
2、er.18.1 18.1 The Role of Operations ManagementThe Role of Operations Management Define operations management.Define operations management. Contrast manufacturing and services organizations.Contrast manufacturing and services organizations. Describe managers role in improving productivity.Describe ma
3、nagers role in improving productivity. Discuss the strategic role of operations management.Discuss the strategic role of operations management.18.2 18.2 What Is Value Chain Management and Why Is It What Is Value Chain Management and Why Is It Important?Important? Define value chain and value chain m
4、anagement.Define value chain and value chain management. Describe the goal of value chain management.Describe the goal of value chain management. Describe the benefits of successful value chain Describe the benefits of successful value chain management.management.2Copyright 2010 Pearson Education, I
5、nc. Publishing as Prentice HallLearning Outcomes18.3 Managing Operations by Using Value Chain 18.3 Managing Operations by Using Value Chain ManagementManagement Discuss the requirements for successful value chain Discuss the requirements for successful value chain management. management. Explain the
6、 obstacles to value chain management. Explain the obstacles to value chain management.18.4 18.4 Current Issues in Operations ManagementCurrent Issues in Operations Management Discuss technologys role in manufacturing.Discuss technologys role in manufacturing. Explain ISO 9000 and Six Sigma.Explain I
7、SO 9000 and Six Sigma. Describe mass customization and how operations Describe mass customization and how operations management contributes to it.management contributes to it.3Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Is Operations Management?Operations ManagementOperati
8、ons ManagementThe design, operation, and control of the The design, operation, and control of the transformation process that converts such resources transformation process that converts such resources as labor and raw materials into goods and services as labor and raw materials into goods and servi
9、ces that are sold to customers.that are sold to customers.The Importance of Operations ManagementThe Importance of Operations ManagementIt encompasses both services and manufacturing.It encompasses both services and manufacturing.It is important in effectively and efficiently managing It is importan
10、t in effectively and efficiently managing productivity.productivity.It plays a strategic role in an organizations It plays a strategic role in an organizations competitive petitive success.4Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 181Exhibit 181 The Operations System
11、The Operations System5Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallManufacturing and ServicesManufacturing OrganizationsManufacturing OrganizationsUse operations management in the transformation Use operations management in the transformation process of turning raw materials int
12、o physical goods.process of turning raw materials into physical goods.Service OrganizationsService OrganizationsUse operations management in creating nonphysical Use operations management in creating nonphysical outputs in the form of services (the activities of outputs in the form of services (the
13、activities of employees interacting with customers).employees interacting with customers).6Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallManaging ProductivityProductivityProductivityThe overall output of goods or services produced The overall output of goods or services produced
14、divided by the inputs needed to generate that output.divided by the inputs needed to generate that output.A composite of people and operations variables.A composite of people and operations variables.Benefits of Increased ProductivityBenefits of Increased ProductivityEconomic growth and developmentE
15、conomic growth and developmentHigher wages and profits without inflationHigher wages and profits without inflationIncreased competitive capability due to lower costsIncreased competitive capability due to lower costs7Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 182Exhibi
16、t 182 Demings 14 Points for Improving Demings 14 Points for Improving Productivity Productivity Plan for the long-term future.Plan for the long-term future. Never be complacent concerning the Never be complacent concerning the quality of your product.quality of your product. Establish statistical co
17、ntrol over Establish statistical control over your production processes and your production processes and require your suppliers to do so as require your suppliers to do so as well.well. Deal with the best and fewest Deal with the best and fewest number of suppliers.number of suppliers. Find out whe
18、ther your problems are Find out whether your problems are confined to particular parts of the confined to particular parts of the production process or stem from the production process or stem from the overall process itself.overall process itself. Train workers for the job that you Train workers fo
19、r the job that you are asking them to perform.are asking them to perform. Raise the quality of your line Raise the quality of your line supervisors.supervisors. Drive out fear.Drive out fear. Encourage departments to work Encourage departments to work closely together rather than to closely together
20、 rather than to concentrate on departmental or concentrate on departmental or divisional distinctions.divisional distinctions. Do not adopt strictly numerical Do not adopt strictly numerical goals.goals. Require your workers to do quality Require your workers to do quality work.work. Train your empl
21、oyees to understand Train your employees to understand statistical methods.statistical methods. Train your employees in new skills Train your employees in new skills as the need arises.as the need arises. Make top managers responsible for Make top managers responsible for implementing these principl
22、es.implementing these principles.Source: W.E. Deming, “Improvement of Quality and Productivity Through Action by Management,” National Productivity Review, Winter 19811982, pp. 1222. With permission. Copyright 1981 by Executive Enterprises, Inc., 22 West 21st St., New York, NY 10010-6904. All rights
23、 reserved.8Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallStrategic Role of Operations Management The era of modern manufacturing began in the U.S. over The era of modern manufacturing began in the U.S. over 100 years ago.100 years ago. After WWII, U.S. manufacturers focused on fu
24、nctional After WWII, U.S. manufacturers focused on functional areas other than manufacturing.areas other than manufacturing. By the 1970s, foreign competitors integrated By the 1970s, foreign competitors integrated manufacturing technologies were producing quality manufacturing technologies were pro
25、ducing quality goods at lower costs.goods at lower costs. U.S manufacturers responded by investing in updated U.S manufacturers responded by investing in updated technology, restructuring organizations, and including technology, restructuring organizations, and including production requirements in t
26、heir strategic planning. production requirements in their strategic planning. 9Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallValue Chain ManagementValueValueThe performance characteristics, features and The performance characteristics, features and attributes, and any other aspec
27、ts of goods and attributes, and any other aspects of goods and services for which customers are willing to give up services for which customers are willing to give up resources (i.e., spend money).resources (i.e., spend money).The Value ChainThe Value ChainThe entire series of organizational work ac
28、tivities that The entire series of organizational work activities that add value at each step beginning with the processing add value at each step beginning with the processing of raw materials and ending with the finished product of raw materials and ending with the finished product in the hands of
29、 end users.in the hands of end users.10Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallValue Chain Management (contd)What is Value Chain Management?What is Value Chain Management?The process of managing the entire sequence of The process of managing the entire sequence of integrate
30、d activities and information about product integrated activities and information about product flows along the entire value chain.flows along the entire value chain.Goal of Value Chain ManagementGoal of Value Chain ManagementTo create a value chain strategy that fully integrates To create a value ch
31、ain strategy that fully integrates all members into a seamless chain that meets and all members into a seamless chain that meets and exceeds customers needs and creates the highest exceeds customers needs and creates the highest value for the customer.value for the customer.11Copyright 2010 Pearson
32、Education, Inc. Publishing as Prentice HallExhibit 183Exhibit 183 Value Chain Strategy Requirements Value Chain Strategy Requirements12Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallValue Chain Management (contd)Requirements for Value Chain ManagementRequirements for Value Chain M
33、anagementA new business model incorporating:A new business model incorporating:v vCoordination and collaborationCoordination and collaborationv vInvestment in information technologyInvestment in information technologyv vChanges in organizational processesChanges in organizational processesv vCommitt
34、ed leadershipCommitted leadershipv vFlexible jobs and adaptable, capable employeesFlexible jobs and adaptable, capable employeesv vA supportive organizational culture and attitudesA supportive organizational culture and attitudes13Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallBen
35、efits of Value Chain ManagementImproved Improved ProcurementProcurementImproved Improved LogisticsLogisticsEnhanced Enhanced Customer Order Customer Order ManagementManagementImproved Improved Product Product DevelopmentDevelopmentBenefits of Benefits of Value Change Value Change ManagementManagemen
36、t14Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 184Exhibit 184 Obstacles to Successful Value Chain Obstacles to Successful Value Chain Management Management15Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallValue Chain Management (contd)Obstacles to Valu
37、e Chain ManagementObstacles to Value Chain ManagementOrganizational barriersOrganizational barriersv vRefusal or reluctance to share informationRefusal or reluctance to share informationv vReluctance to shake up the status quoReluctance to shake up the status quov vSecurity issuesSecurity issuesCult
38、ural attitudesCultural attitudesv vLack of trust and too much trustLack of trust and too much trustv vFear of loss of decision-making powerFear of loss of decision-making powerRequired capabilitiesRequired capabilitiesv vLacking or failing to develop the requisite value chain Lacking or failing to d
39、evelop the requisite value chain management skillsmanagement skills16Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallValue Chain ManagementObstacles to Value Chain Management (contd)Obstacles to Value Chain Management (contd)PeoplePeoplev vLacking commitment to do whatever it takes
40、Lacking commitment to do whatever it takesv vRefusing to be flexible in meeting the demands of a changing Refusing to be flexible in meeting the demands of a changing situationsituationv vNot being motivated to perform at a high levelNot being motivated to perform at a high levelv vLack of trained m
41、anagers to lead value chain initiativesLack of trained managers to lead value chain initiatives17Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallCurrent Issues in Managing Operations Technologys Role in ManufacturingTechnologys Role in ManufacturingIncreased automation and integrat
42、ion of production Increased automation and integration of production facilities with business systems to control costs.facilities with business systems to control costs.v vPredictive maintenance, remote diagnostics, and utility cost Predictive maintenance, remote diagnostics, and utility cost saving
43、ssavingsThe Concept of QualityThe Concept of QualityThe ability of a product or service to reliably do what The ability of a product or service to reliably do what its supposed to do and to satisfy customer its supposed to do and to satisfy customer expectations.expectations.18Copyright 2010 Pearson
44、 Education, Inc. Publishing as Prentice HallCurrent Issues in Managing Operations Quality InitiativesQuality InitiativesPlanning for qualityPlanning for qualityOrganizing and leading for qualityOrganizing and leading for qualityControlling for qualityControlling for qualityQuality GoalsQuality Goals
45、ISO 9000 certificationISO 9000 certificationSix Sigma standardsSix Sigma standards19Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 185Exhibit 185 Product Quality Dimensions Product Quality Dimensions1.1.PerformanceOperating characteristicsPerformanceOperating characteristi
46、cs2.2.FeaturesImportant special characteristicsFeaturesImportant special characteristics3.3.FlexibilityMeeting operating specifications over some period FlexibilityMeeting operating specifications over some period of timeof time4.4.DurabilityAmount of use before performance deterioratesDurabilityAmo
47、unt of use before performance deteriorates5.5.ConformanceMatch with preestablished standardsConformanceMatch with preestablished standards6.6.ServiceabilityEase and speed of repair or normal serviceServiceabilityEase and speed of repair or normal service7.7.AestheticsHow a product looks and feelsAes
48、theticsHow a product looks and feels8.8.Perceived qualitySubjective assessment of characteristics Perceived qualitySubjective assessment of characteristics (product image)(product image)Sources: Adapted from J.W. Dean, Jr., and J.R. Evans, Total Quality: Management, Organization and Society (St. Pau
49、l, MN: West Publishing Company, 1994); H.V. Roberts and B.F. Sergesketter, Quality is Personal (New York: The Free Press, 1993): D. Garvin, Managed Quality: The Strategic and Competitive Edge (New York: The Free Press, 1988); and M.A. Hitt, R.D. Ireland, and R.E. Hoskisson, Strategic Management, 4th
50、 ed. (Cincinnati, OH: SouthWestern, 2001), p. 211.20Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 185 (contd)Exhibit 185 (contd)Service Quality DimensionsService Quality Dimensions1.1.TimelinessPerformed in promised period of timeTimelinessPerformed in promised period of
51、time2.2.CourtesyPerformed cheerfullyCourtesyPerformed cheerfully3.3.ConsistencyGiving all customers similar experiences each ConsistencyGiving all customers similar experiences each timetime4.4.ConvenienceAccessibility to customersConvenienceAccessibility to customers5.5.CompletenessFully serviced,
52、as requiredCompletenessFully serviced, as required6.6.AccuracyPerformed correctly each timeAccuracyPerformed correctly each timeSources: Adapted from J.W. Dean, Jr., and J.R. Evans, Total Quality: Management, Organization and Society (St. Paul, MN: West Publishing Company, 1994); H.V. Roberts and B.
53、F. Sergesketter, Quality is Personal (New York: The Free Press, 1993): D. Garvin, Managed Quality: The Strategic and Competitive Edge (New York: The Free Press, 1988); and M.A. Hitt, R.D. Ireland, and R.E. Hoskisson, Strategic Management, 4th ed. (Cincinnati, OH: SouthWestern, 2001), p. 211.21Copyri
54、ght 2010 Pearson Education, Inc. Publishing as Prentice HallCurrent Issues in Managing Operations Mass CustomizationMass CustomizationIs a design-to-order concept that provides consumers Is a design-to-order concept that provides consumers with a product when, where, and how they want it.with a prod
55、uct when, where, and how they want it.Makes heavy use of technology (flexible manufacturing Makes heavy use of technology (flexible manufacturing techniques) and engages in a continual dialogue with techniques) and engages in a continual dialogue with customers.customers.Benefits of Mass Customizati
56、onBenefits of Mass CustomizationCreates an important relationship between the firm and Creates an important relationship between the firm and the customer in providing loyalty-building value to the the customer in providing loyalty-building value to the customer and in garnering valuable market info
57、rmation customer and in garnering valuable market information for the firm.for the firm.22Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallTerms to Know operations managementoperations management manufacturing organizationsmanufacturing organizations service organizationsservice org
58、anizations productivityproductivity valuevalue value chainvalue chain value chain managementvalue chain management organizational processesorganizational processes RFIDRFID intellectual propertyintellectual property qualityquality ISO 9000ISO 9000 Six SigmaSix Sigma mass customizationmass customizat
59、ion Cellular manufacturingCellular manufacturing23Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallAll rights reserved. No part of this publication may be reproduced, All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in
60、 any form or by stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. otherwise, without the prior written permission of the publisher. Printed in the United States of America.Printed in the United States of America.24Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
