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1、生产运作管理课程大纲(本科)课程名称：生产运作管理（Production and Operations Management）课程性质：必修/选修 编号： 学时：3学时/周主编姓名：祁军 单位：岭南学院 职称：副教授授课对象：本科生 专业：物流管理 年级：01级编写日期：2004年11月修订 办公电话：84113863 E-Mail:一、 课程简介人类最早的管理活动就是对生产活动的管理，本世纪初的科学管理运动也始于生产管理。随着服务业的兴起，生产的概念得到延伸和扩展。过去，西方学者把与工厂联系在一起的有形产品的制造称作“Production”(生产)，而把提供劳务的活动称作“Operation
2、s”(运营)。现在，他们有时将两者均称为“Operations”(运营)。西方学者将有形产品和劳务都称作“财富”，把生产定义为创造财富的过程，从而把生产的概念扩大到非制造领域。生产运营是将生产要素（投入）转化为有形产品和无形服务（产出）的过程，是创造顾客所需价值的过程。运营管理所追逐的目标可以用一句话来概括：高效、低耗、灵活、清洁、准时地生产合格产品和(或)提供满意服务。高效是对时间而言，指能够迅速地满足用户的需要。在当前激烈的市场竞争条件下，谁的订货提前期短，谁就能争取用户。低耗是指生产同样数量和质量的产品，人力、物力和财力的消耗最少。低耗才能低成本，低成本才有低价格，低价格才能争取用户。灵
3、活是指能很快地适应市场的变化，生产不同的品种和开发新品种或提供不同的服务和开发新的服务。清洁指对环境没有污染。准时是在用户需要的时间，按用户需要的数量，提供所需的产品和服务。合格产品和(或)满意服务，是指质量。归结起来，对运营管理的要求包括6方面：时间（Time,T）、质量（Quality,Q）、成本（Cost,C）、服务（Service,S）、柔性(Flexibility,F)和环境(Environment,E)。1、 特点（1） 将制造业和服务业统一考虑 运营管理不仅包括机械制造行业的生产管理，而且扩充到整个加工装配式生产和流程式生产的管理；不仅讲述物质资料的生产管理，而且介绍提供劳务的运
4、营管理。运营管理是从事任何服务业工作的人都需要了解的，如交通运输业、通讯业、饮食业、保健业、商业、金融业、公用事业等。制造业的生产管理和服务业的运作管理有很多共同点，同时又有很多区别，将它们统一考虑更有利于读者掌握。（2） 运营管理涉及最多的还是制造业，需要介绍制造业生产管理的最新发展 近年来，对制造业生产管理的研究取得了很大进展，新的管理思想和新的生产方式不断出现。如：制造资源计划(Manufacturing Resource Planning, MRPll)、精细生产(Lean Production, LP)、最优生产技术(Optimized Production Technology,
5、OPT)、敏捷制造(Agile Manufacturing, AM)、计算机集成制造(Computer Integrated Manufacturing, CIM)、供应链管理(Supply Chain Management, SCM)、业务过程重构(Business Process Reengineering, BPR)等。这些新思想和新虽然起源于制造领域，但也可以应用到服务业。（3） 将运营管理与营销管理相联系 将运营职能和其它职能分开考虑，片面追求运营系统的优化，不利于提高企业的竞争力。因为生产系统只有按市场的需求，在适当的时候出产适当数量的产品或提供所需的服务，才能最大限度地降低成本，
6、及时满足市场的需要。准时性将企业内部的生产和外部市场的需求结合在一起。对服务业来讲，更需要将运营与营销统一考虑，因为很多服务业的运作和营销是不可分的。2、 运营管理的历史发展一、 科学管理二、 管理科学三、 准时生产四、 业务过程重构五、 供应链管理二、 教材及参考书目教材：蔡斯 运营管理(第九版) 机械工业出版社 2003参考书目：1、JAY HEIZER BARRY RENDER，生产与作业管理教程，华夏出版社，第四版2、ROGER W SCHMENNER 刘丽文译 服务运作管理清华大学出版社20013、JAMES A. ERSKINE “PEODUCTIONS AND OPERATION
7、S MANAGEMENT CASES”，CHINA MACHINE PRESS，19984、高德拉特.科克斯 著 目标 上海三联书店19995、迈克尔 戴尔 戴尔战略上海远东出版社 19996、宋华 日本7-11 中国人民大学出版社 20007、宋华 现代物流与供应链管理案例 经济管理出版社 20018、祁军 21世纪商学院MBA中国实战案例 2002.教学目标学完本课程后，学生应该：Knowledge 在 知 识 方 面 understand key concepts and theories and the application of operations strategy： 理 解 运
8、营管理的核心概念、原理和应用 understand key concepts and theories and the application of product，service and process design理 解 产品、服务和过程设计的核心概念、原理和应用 understand key concepts and theories and the application of operations planning and control理 解 运作计划和控制的核心概念、原理和应用 understand key concepts and theories and the applic
9、ation of operations improvement methods理 解 运营改进策略的核心概念、原理和应用 understand how these concepts and theories relate to the successful management of organisations理 解 这些概念与理论和成功企业的管理的关系Skills 在 技 能 方 面 Apply these concepts to simulated，case and real operations situations 在模拟、案例、真实运营环境中应用这些概念 Analyse and ev
10、aluate simulated，case and real operations situations 对模拟、案例、真实运营环境分析和评估 Develop skilld in self management， small group and project management 发展在自我管理、小团体、项目管理方面的能力Attitudes and values 在 学 术 态 度 和 学 术 观 方 面APPRECIATE THE VALUE OF OPERATIONS MANAGEMENT IN THE CONTEXT OF THE WHOLE ORGANIZATION 欣赏组织中运营管
11、理的价值APPRECIATE THE COMPLEXITY OF THE MANAGEMENT OF OPERATIONS欣赏运营管理的复杂性 VALUE THE ROLE OF THE INDIVIDUAL AND THE GROUP IN ACHIEVING SUCCESS IN OPERATIONS 个人与组织在运营管理中成为成功者的价值四、课程考核五、 课程要求六、 进度安排课 时课程内容阅读材料应交作业3课程介绍生产运营管理概述第一章、第二章3游戏（从科学管理到现代管理第四、五、六章3项目管理第三章 6排队论TN6书面作业9质量管理第七章 案例7-1 (286289页)3供应链战略第
12、八、九章6 准时化与精益生产系统第十章、第十一章 6物料需求计划第十二、十三、十四章6作业排序第15章 3运营咨询与流程再造第16章 3同步制造与约束理论第17章9调查与小组报告课程论文3讲座3总结与考试七、 作业和课程论文要求：每次作业和课程论文都应装订在一起，并做一个封面。封面上应包括如下信息：课程名称作业名称姓名学号日期每次作业都应通过电子邮件给我发一份电子版，自己保留一份备份。1 作业结合实际, 设计某单位的质量考核指标2、讨论问题1设计一个供应流程2如何防止回扣？3农产品物流与电子物流八、 课程内容第一部分 运营战略与管理变革第1章 应用领域介绍服务与产品生产的区别准时化生产与全面质
13、量管理制造战略模式服务质量与生产率全面质量管理与质量认证业务流程再造供应链管理电子商务第2章 运营战略与竞争力竞争重点权衡的观念订单赢得要素和订单资格要素：营销与运营的联系制造业运营战略框架建立制造战略服务业运营战略技术性注释2学习曲线对数分析学习曲线表学习率的估计学习过程应持续多久个人学习组织学习第3章 项目管理纯项目小组职能项目小组矩阵制项目小组单点时间估计的关键路线法三点时间估计的关键路线法滚动项目计划最小费用计划（时间费用权衡）过程跟踪第二部分 产品设计与工艺选择第4章 工艺分析第5章 制造业的产品设计与工艺选择第6章 服务业的产品设计与工艺选择第7章 质量管理第三部分 供应链设计管理
14、简介 电子商务与电子运营(E-Ops)第8章 供应链战略第9章 战略能力管理第10章 准时化与精益生产系统第四部分 供应链的设计与控制管理简介 企业资源计划系统第11章 预测第12章 总生产计划第13章 库存控制第14章 物料需求计划第15章 作业排序第五部分 系统修正第16章 运营咨询与流程再造第17章 同步制造与约束理论补充材料A Core Course in Chinas International MBA ProgramOperation ManagementCourse OutlineQI JunLingnan (University) CollegeZhongshan Univer
15、sityCourse OutlineThis course will introduce concepts and techniques for design, planning, control, improvement of manufacturing and service operations. This course outline is developed based on the course entitled “Introduction to Operation Management” (15.760 ) offered by Professor Lawrence Wein a
16、t Sloan School of Management, MIT. Some changes are made to suit the Chinese context.This course consists of 24 classes, and each class has 2 sessions of 45 minutes. The required books for this course are: the goal: a process of ongoing improvement by E. Goldratt and J. Cox, and the memory jogger by
17、 Goal/QPC. All other readings are in your course packet.Richard B. Chase, Nicholas J. Aquilano, F. Robert. Jacobs, Production and Operations Management, Manufacturing and services, Ninth Edition, Mcgraw Hill, China Machine Press. Readings from the Chase text will be designated with an C preceding th
18、e chapter (e.g., C6) or sections of chapter (e.g., C3.2-3.4) to be read. Class 1 Introduction Readings:course introduction. C1 Case:Kristin Cookie companyQuestions: What do you know about Operation Management? Based on its huge population, does China need more efficiency in OM?Other question is type
19、d in the case material.Class 2 Management of Service OperationsReadings:types of processes (HBS note). note on how to approach pom cases (HBS note).C2Case:Students A-L read the burger king corporation case and skim the mcdonalds corporation case; students M-Z read the mcdonalds corporation case and
20、skim the burger king corporation case. Questions: For the case you read, analyze the peak hourly capacity vs. peak hourly demand for burger patties. Can they produce enough burgers? How does the management of operations relate to the companys method of competing in the marketplace? Class 3 Product a
21、nd Process Matching Workforce IncentivesReadings:link manufacturing process & product life cycles by Hayes-Wheelwright (HBR).how to avoid getting lost in the numbers (HBS note).c5Case: fabritek corporation. Questions:What type of process do we see here? What are possible causes of the high reject ra
22、te on the Pilgrim order? Look carefully at Exhibit 2 and the Fabritek chart (separate from the case and included in your course packet) describing how the worker might use the four machines during a typical cycle. How many units can Arthur Moreno produce each day (if he takes no allowances) from the
23、 milling machine line if the machine time for each milling machine is maintained at its required value, and if Moreno does each of his external and internal operations at exactly 167% of standard? (Assume that the milling machines on the line have already been set up for Pilgrim parts and have been
24、running for several weeks, so that before each milling machine there is a part that has finished the previous milling step, and is waiting to be processed.) How fast must Moreno perform his tasks to earn 167% of standard? What effect does the incentive scheme used by Fabritek have on Morenos behavio
25、r? Who bears the risk with this scheme? In the short run, what might be done to improve performance on the Pilgrim order? What are your long-term concerns about this situation? Class 4 Process Flow Analysis Queuing SystemsReadings:inventory buildup diagramsnote on the management of queues (hbs note)
26、c6,SUPQuestions:What are the main lessons from the cannery example in the note on “Inventory Buildup Diagrams”?What factors and tradeoffs do you need to consider in designing a production system? Are service systems different? What are the broad sources of variabilities in production and service sys
27、tems? What are some operational strategies to: (i) respond to variability (e.g., in demand), and (ii) reduce variability?Exercise: Solve the queuing problems in your course packet.Class 5 Process Flow Analysis Queuing in Health ServicesCase:university health services: walk-in clinicQuestions:Draw a
28、process flow diagram that reflects the current UHS walk-in clinic operations.What are the sources of variability in this system?Using the average service rate for nurse practitioners given in the case, compute their utilization rate, averaged over the whole week. Compute their utilization rate for t
29、he peak hour, Mondays, 8:00-9:00 am. What assumptions did you make to get these answers?Perform the same analysis for the doctors, assuming that the clinic operates without allowing patient requests for specific providers.Use the queuing models to compute the mean waiting time in queue for nurse pra
30、ctitioners. Try to explain any discrepancies you find. How can theoretical queuing models provide additional insight?What recommendations would you make to improve service at the walk-in clinic?Class 6 Process Flow Analysis FIRST WRITTEN ASSIGNMENTCase:national cranberry cooperativeQuestions:What ar
31、e the problems facing receiving plant No. 1 (RPI)What industry trends are likely to affect cranberry processing and how?What are the sources of the variability that NCC is subjected to?Develop a process flow diagram, showing the capacities of the various stages in barrels per hour.Suppose that a pea
32、k harvest-season day involves 18,000 barrels of berries, 70% of them wet harvested, arriving over a twelve-hour period from 7 am to 7 pm. Would trucks have to wait to unload? When during the day would trucks be waiting? How much truck waiting time would you expect?How would the various actions conte
33、mplated by Hugo Schaeffer affect peak day performance? Suppose the cost of renting cranberry trucks with drivers is $10.00 per hour. What would you recommend? Why? Class 7 Inventory Management EOQ, Newsvendor Model, MRPReadings:a note on incremental analysisa note on Production Inventories (HBS note
34、).relevant costs for decision making.introduction to Material requirements planning by Porteusc13,c14Exercise:Solve the inventory problems in your course packet.Questions: What is the basic purpose of an MRP system? What documents are produced by an MRP system and how are these used?What procedures
35、are used for master scheduling and shop floor control?Why might MRP generate big discrepancies between physical inventories and paper records?Class 8 JIT Toyota Production SystemReading: C10Case:toyota motor manufacturing, usa inc. Questions:What are the principles of the Toyota Production System?As
36、 Doug Friesen, what would you do to address the seat problem? Where would you focus your attention and solution efforts? What options exist? What would you recommend? Why? Where, if at all, does the current routine for handling defective seats deviate from the principles of the Toyota Production Sys
37、tem? What are the underlying causes of the problems facing Doug Friesen?Class 9 ERPReading: Thomas H.Davenport, “Putting the Enterprise into the Enterprise system,” Havard Business Review(July-August 1998):Reprint 98401Case: Cisco system, Inc.:Implementing ERP(9-699-022)Question is typed in the case
38、 material.Class 10 Cellular ManufacturingCase: DORE-DOREQuestions: Evaluate the changes Dor-Dor has made in its childrens knitwear division. How does the performance of the traditional operation and the cellular manufacturing system differ? (To asses differences between the two systems, assume that
39、an average childrens garment requires 10 operations, and the throughput time for a single garment in a knitwear cell is 3 hours.) For example, how does work-in-process inventory change when cells are implemented? What changes are required to ensure successful implementation of cellular manufacturing
40、? Is worker cross-training necessary? What is Dor-Dors motivation for converting to cells? Should the company continue with its plans for complete implementation of cells in childrens knitwear? If not, which knitwear products (if any) should be manufactured in cells? Should Dor-Dor implement cells i
41、n its hosiery production area? If so, would you suggest any changes to the cell design as currently proposed by M. Enfert? If not, what alternative approaches could Dor-Dor take to address the concerns M. Marguet raises in the case? Class 11 Bottleneck Management Management of ConstraintsReadings:th
42、e goal: a process of ongoing improvement by Goldratt and Coxmrp, jit, opt, fms? - making sense of production operations systems (hbr article)letters to the editor debate (in your course packet). C17Exercise:Prepare a summary of the wisdom of Jonah. Be prepared to critically evaluate this wisdom. Cla
43、ss 12 Supply Chain Management Rapid Response; Agility; Hedging Forecasts SECOND WRITTEN ASSIGNMENTReading: MANAGING SUPPLY CHAIN INVENTORY: PITFALLS AND OPPORTUNITIES by Lee and Billington (SMR article). C8Case: Sport obermeyer, Ltd.Questions: Using the sample data given in Exhibit 10, make a recomm
44、endation for how many units of each style Wally should make during the initial phase of production. Assume that all of the ten styles in the sample problem are made in Hong Kong, and that Wallys initial production commitment must be at least 10,000 units. What operational changes would you recommend
45、 to Wally to improve performance How should Wally think (both short-term & long-term) about sourcing in Hong Kong vs. China?Class 13 Integrated Manufacturing and Distribution Networks Case: ELLIS MANUFACTURING COMPANYQuestions: What problems does Ellis face? Why does it have these problems? What is the cost of a blender a