Management 管理学 PRIMANOnlineLectureCh21Word下载.docx
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Management 管理学 PRIMANOnlineLectureCh21Word下载.docx
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Afternearly30yearsinbusiness,WestMarineisthriving.RandyRepassstartedthecompanyfromhisgarageinSunnyvale,California,sellingnylonropebymailorder,andgraduallyexpandedintoarobustwholesalebusinessandopeningofretailstoresonbothcoasts,offeringeverythingfromfoulweathergearandboatsafetyequipmenttoelectronics.Now,Westhasacquiredoneofitsoldestandmostrespectedcompetitors,E&
BMarine.WhereasWest’stargetcustomerhasalwaysbeenasailorwithalarge,coastalboat,E&
Bhasservedprimarilypowerboaterswithsmallcraft.ThemergergivesWest150storesacrossthecountry,makingitnearly300percentlargerthanitsclosestcompetitorandaone-stopshoppingdestinationforeverythingtodowithboatingexcepttheboatitself.Butmanagerswonderwhetherbusinesshasbeenalittletoogood.Distributionhasbecomechaotic,andstoresarehavingtroublekeepingitemsinstock,without-of-stocklevelsduringpeakseasonclimbingtomorethan12percent.Asthebusinesshasexpanded,gettingtherightordersfromsuppliersattherighttimehasalsobecomeanightmare.Theon-timefillrateforvendorordersatWest’sdistributioncentershasdroppedtoabout35percent.Saleshavestartedtodeclinebecausethestoresdon’thavetherightequipmentandsupplieswhencustomerswantthem.Forallorganizations,operationalconcernssuchasobtainingpartsandsupplies,updatingproductiontechnology,andimplementingefficientdeliverysystemstakeonextremeimportanceintoday’scompetitive,globalenvironment.
II.THEORGANIZATIONASAVALUECHAIN
InChapter1,theorganizationwasdescribedasasystemusedfortransforminginputsintooutputs.Atthecenterofthistransformationprocessliesthetechnicalcore,theheartoftheorganization’sproductionofitsproductorservice.Theorganizationcanthethoughtofasavaluechainthatreceivesinputstothetechnicalcorefromtheenvironmentsuchasrawmaterialsandotherresources,andaddsvaluebytransformingthemintoproductsandservices,whicharetheoutputsfromthetechnicalcore.
Operationsmanagementisformallydefinedasthefieldofmanagementthatspecializesintheproductionofgoodsandservicesandusesspecialtoolsandtechniquesforsolvingproductionproblems.Operationsmanagersareconcernedwithactivitiesthatconvertinputsintooutputs,includingdecisionsaboutlocatingfacilitiesandinstallingequipment.Thesemanagersmustinstillthenecessaryattitudes,suchasconcernforqualityandadesiretoinnovate.
A.ManufacturingandServiceOperations
1.Thetermoperationsmanagementappliestobothmanufacturingandserviceorganizations.Morethanhalfofallbusinessestodayareserviceorganizations,andtwo-thirdsoftheU.S.workforceisemployedinservices.
a.Manufacturingorganizationsarethosethatproducephysicalgoodssuchasautomobilesandclothing.
b.Serviceorganizationsproducenonphysicaloutputssuchasmedical,educational,communication,andtransportationservicesforcustomers.Servicesalsoincludethesaleofmerchandise.Servicesdifferfrommanufacturingintwoways:
theservicecustomerisinvolvedintheproductionprocess;
andserviceoutputsareintangibleandcannotbestored.Theservicemustbecreatedandprovidedforthecustomerwhenheorshewantsit–ahairstylistcannotstylesomeone’shairwithoutthatpersonbeingphysicallypresent.
2.Althoughmanufacturingandservicefirmsdiffer,theyfacesimilaroperationalproblems.Bothkindsorganizationsareconcernedwithscheduling,bothmustobtainmaterialsandsupplies,andbothmustbeconcernedwithqualityandproductivity.Operationsmanagementtoolsandtechniquescan,andshould,beappliedtoserviceorganizationsasreadilyastomanufacturing.
B.OperationsManagementandCompetitiveStrategy
1.Manyoperationsmanagersareinvolvedinday-to-dayproblemsolvingandlosesightofthefactthatthebestwaytocontroloperationsisthroughstrategicplanning.Operationsstrategymeansthatoperationsmanagersaredirectlyinvolvedintheorganization’sstrategicplanningbydevelopingplansandtacticsthatincreaseoperationaleffectivenessandhelpthecompanyattainitsstrategicgoals.Managersfocusonfourmajoroutcomestobuildahighlyeffectiveoperationssystem.
a.Achievingsuperiorcustomerresponsiveness.Theoperationssystemshouldbedesignedsothattheorganizationcansatisfycustomerneeds,givingcustomerswhattheywant,whentheywantit,atanacceptableprice.
b.Achievingsuperiorinnovationwithspeedandflexibility.Innovationleadstonewandbetterproductsandservicesaswellasbetterwaysofproducingthemanddeliveringthemtocustomers.
c.Achievingsuperiorquality.Qualitymeansproducingproductsorservicesthatarehighlyreliableandhavefeaturesorcharacteristicsthatcustomersdesire.
d.Achievingsuperiorefficiency.Inthecontextofoperationsmanagement,efficiencymeasurestheamountofinputsusedtoproduceagivenamountofoutputs.
C.TheIntegratedEnterprise
1.Tooperateefficiently,innovate,andproducehigh-qualityitemsthatmeetcustomers’needs,organizationsmusthavereliabledeliveriesofhigh-quality,reasonablypricedsuppliesandmaterials.Operationsmanagerswithastrategicfocusrecognizethattheyneedtomanagetheentiresupplychaintoaccomplishthis.
2.Supplychainmanagementisthetermformanagingthesequenceofsuppliersandpurchaserscoveringallstagesofprocessingfromobtainingrawmaterialstodistributingfinishedgoodstofinalconsumers.
3.ThemostrecentadvancesinsupplychainmanagementinvolveusingInternettechnologiestoachievetherightbalanceoflowinventorylevelsandcustomerresponsiveness.Ane-supplychaincreatesaseamless,integratedlinkthatstretchesfromcustomerstosuppliers,byestablishingelectroniclinkagesforthesharingandexchangeofdata.
4.Enterpriseintegrationthroughtheuseofelectroniclinkagescancreatealevelofcooperationnotpreviouslyimaginable.Manysupplierrelationshipsusedtobebasedonanarm’slengthapproach,inwhichanorganizationspreadspurchasesamongmanysuppliersandencouragesthemtocompetewithoneanother.Withintegration,morecompaniesoptforapartnershipapproach,whichinvolvescultivatingrelationshipsbasedonclosecollaboratingwithafewcarefullyselectedsuppliers.
III.DESIGNINGOPERATIONSMANAGEMENTSYSTEMS
A.ProductandServiceDesign
1.Thewayaproductorserviceisdesignedaffectsitsappealforcustomers.Italsoaffectshoweasyorexpensiveoperationswillbe.Designhasbecomeacriticalaspectofproductdevelopmentformanycompanies,evenold-linemanufacturersofproductssuchasappliancesandtools.Unfortunately,someproductdesignsaredifficulttoexecuteproperly.
2.Tosolvethisproblem,manyfirmsareusingdesignformanufacturabilityandassembly(DFMA),whichmeansdesigningaproductthatiseasyandinexpensivetomanufacture.DFMArequiresashiftinthewaydesignworkisdone.DFMAoftenrequiresrestructuringoperations,creatingteamsofdesigners,manufacturersandassemblerswhocollaborateonachievingfourproductdesignobjectives.
a.Producibility.Thedegreetowhichaproductorservicecanbeproducedforthecustomerwithinthefirm’sexistingoperationalcapability.
b.Cost.Thesumofthematerials,labor,design,transportation,andoverheadexpenseassociatedwithaproductorservice.
c.Quality.Notonlytheexcellenceoftheproductorservicebutalsotheserviceabilityandvaluethatcustomersgainbypurchasingtheproduct.
d.Reliability.Thedegreetowhichthecustomercancountontheproductorservicetofulfillitsintendedfunction.
3.Serviceshaveoneadditionaldesignrequirement:
timing.Timingisthedegreetowhichtheprovisionofaservicemeetsthecustomer’sdeliveryrequirements.
B.Procurement
1.Procurementisthepurchasingofsupplies,services,andrawmaterialsforuseintheproductionprocess.Amanufacturingcompanyspends50to60percentofitsrevenuestobuymaterialsandsupplies.Expensesformaterials,supplies,andservicesalsorepresentahugeexpenseforservicecompanies.Havingtherightmaterialsofthecorrectdesignandqualityisessentialtothesmoothfunctioningoftheproductionprocess.
2.TheInternetandbusiness-to-business(B2B)commercearehavingatremendousimpactonprocurement.PurchasingdepartmentemployeescannowusetheInternettosearchfornewsourcesofmaterials,placeorders,requestbidsviaB2Bmarketplaces,andparticipateinonlineauctions.EmployeescansubmitpurchaseordersonlineandtrackthestatusofordersinrealtimeovertheWeb,cuttingdownonoperatingcostsandspeedingupprocurementtime.Whethertheyarelookingforpaperclips,jetengines,orconsultants,companiesareusingtheInternettocontrolandstreamlinetheprocurementprocess.
C.FacilitiesLayout
1.ProcessLayout
a.Inaprocesslayout,allmachinesthatperformasimilarfunctionaregroupedtogether.Theadvantagethislayouthasisitspotentialforeconomiesofscaleandreducedcosts.Adisadvantageisthattheactualpathaproductorservicetakescanbelongandcomplicated.Aproductmayrequireseveraldifferentprocessesandmusttravelthroughmanydifferentareasbeforeproductioniscomplete.
2.ProductLayout
a.Inaproductlayout,machinesandtasksarearrangedaccordingtotheprogressivestepsinproducingasingleproduct.Theproductlayoutisefficientwhentheorganizationproduceslargevolumesofidenticalproducts.Itisonlyeconomicalonhighvolume
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