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运营管理复习整理(英文)review

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Chapter 1 What Is Operations Management? Production is the creation of goods and services Operations management is the set of activities that creates value in the form of goods and services by transforming inputs into outputs

Ten Critical Decisions ♦ Service, product design ♦ Quality management ♦ Process, capacity design ♦ Location ♦ Layout design ♦ Human resources, job design ♦ Supply-chain management ♦ Inventory management ♦ Scheduling ♦ Maintenance

Two Critical Notions: ♦Productivity ♦Learn Curve

Transformations ♦ Physical--manufacturing

♦ Locational--transportation ♦ Exchange--retailing ♦ Storage--warehousing ♦ Physiological--health care ♦ Informational--telecommunications

♦E-commerce New trends in Operations Management

♦Emphasis on POM which is a gateway to corporate strategies ♦Business process reengineering ♦Lean production ♦Supply chain management ♦Agile management Virtual enterprise, win-win solution ♦Mass customization

Productivity ♦ Measure of process improvement ♦ Represents output relative to input

Productivity =

Units produced

Input used

♦ Only through productivity increases can our standard of living improve  Learning ♦ Learning: Relatively permanent change in behavior due to repetition & rewards ♦ Types of learning ♦ Individual ♦ Organizational ♦ Results in 'learning curve effect' ♦ First observed in 1936 in airplane industry 产品设计 Chapter 2

Research & Development (R&D) ♦ Organized efforts to increase scientific knowledge or product innovation & may involve: ♦Basic Research advances knowledge about a subject without near-term expectations of commercial applications. ♦Applied Research achieves commercial applications. ♦Development converts results of applied research into commercial applications.

Product Development Techniques ♦Quality Function Deployment (QFD) ♦Organizing for Product Development ♦Manufacturability and Value Engineering ♦Reverse Engineering

Value Analysis/Value Engineering ♦ Focuses on design improvement during production ♦ Seeks improvements leading either to a better product or a product which can be more economically produced.

The Benefits of Manufacturability and Value Engineering

♦reduced complexity of products ♦additional standardization of products ♦improved functional aspects of product

Reverse Engineering Reverse engineering is the dismantling and inspecting of a competitor's product to discover product improvements.

Lens reverse engineering ♦improved job design and job safety ♦improved maintainability of the product

Mass Customization Mass customization: ♦A strategy of producing standardized goods or services, but incorporating some degree degree of customization ♦Delayed differentiation ♦Modular design

Facility Location and Layout Chapter 3

Major Methods of Solving Location Problems

♦ Weighted methods which: ♦ Assign weights and points to various factors ♦ Determine tangible costs ♦ Investigate intangible costs ♦ Center of Gravity Method 

♦ Find best distribution center location ♦ Location breakeven methods 

♦ Special case of breakeven analysis ♦ Transportation method 

♦ A specialized linear programming method  Layout and Its Objectives ♦Layout: Location or arrangement of everything within & around buildings ♦Objectives are to maximize ♦ Customer satisfaction ♦ Utilization of space, equipment, & people ♦ Efficient flow of information, material, & people ♦ Employee morale & safety 导向布局：

1. 以产品为导向的布局：（洋快餐）专用设备，对材料要求高（挑剔），要求每一环节单位时间产出相当，种类小，效率高，不能产生瓶颈，个性化强。 U型布局：占地小，空间大。 2. 以工艺为导向的布局：（云大医院）要求相同设备集中摆放，达到少停留，用到通用设备，对原材料不挑剔，整体成品移动时间最短，效率低，个性化弱。 Process, Capacity Planning and 6S Chapter 4 Some Basic Notions about Process

♦Process is an organization's approach to transform inputs into outputs ♦Inputs and outputs ♦Network of activities and buffers ♦Information structure

Flow time, Flow Rate and Inventory Dynamics: Little's Law Average Inventory (I) =Throughput (R) *Average Flow Time (T)

Process analysis can be applied to many different context: Material flow Customer flow Job flow Cash flow

Bottleneck

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运营管理PPT(英文版)

运营管理PPT(英文版)

Prof. Yanni Papadakis
Goods and Service Design
Chapter 6
Readings
“Operations Management: Goods, Services, and Value Chains”, by D. A. Collier and J. R. Evans
15
Servicescape Example
Kaiser Permanente is the largest health maintenance organization in the United States. Executives thought that they might have to replace existing offices and hospitals with expensive, next-generation buildings. However, it discovered that patients became annoyed well before seeing a doctor. However, instead of overhauling its buildings, Kaiser realized that it had to overhaul its patient experience, using more comfortable waiting rooms and a lobby with clear instructions on where to go; larger exam rooms with space for several people and curtains for privacy, to make patients comfortable; and special corridors for medical staff to meet and increase their efficiency.
CH02Operations Strategy(运营管理,英文版)

CH02Operations Strategy(运营管理,英文版)

批注本地保存成功开通会员云端永久保存去开通
Operations Strategy
Operations Management
Design, operation, and improvement of the operations systems and processes
• What direction? • What focus?
Chapter 2, Slide 5
Definitions• B来自siness Strategy
Long-term master plan for the company; establishes the general direction
• Goals
Performance targets and milestones
Chapter 2, Slide 6
Operations Strategy
• Translates the business strategy into operations terms.
• Assures coordination with other areas. • Provides direction and guidance for operations decisions.
Chapter 2, Slide 15
Standard Products
Operations
Low Volume High Volume
Marketing
New, Unique Products
© 2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
【运营管理】_12InventoryManagement(运营管理,英文版)

【运营管理】_12InventoryManagement(运营管理,英文版)

when to order
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
12-5
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
¨Fixed Period Systems
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
12-4
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
12-2
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
Outline - continued
¨Inventory Models
¨Independent versus Dependent Demand
Operations Management
Inventory Management Chapter 12
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
12-1
?1998 by Prentice Hall, Inc.
运营管理英文课件 (2)

运营管理英文课件 (2)

investment support the business strategy
Externally Supportive Manufacturing is
involved up front in strategic decision
An effective way to clarify and gain consensus of the strategy
Each manager used a different process Workers did not know who was responsible
for the work Developments were failing because of rapid
company growth New employees were having trouble fitting
Control of Inspection, Measuring, and Test Equipment
Inspection and Test Status Control of Nonconforming
Product Corrective and Preventive
Action Handling, Storage, Packaging,
Scenario 2 4, 5, 6 3, 5, 7 2, 5, 8
Sample
Mean
Range
1
5
2
2
7
2
3
8
2
Sample means show problem having increased from 5 ounces to 8 ounces. Sample ranges have not changed from sample to sample.