heizer01產(chǎn)品和服務(wù)的區(qū)別與聯(lián)系課件

heizer01產(chǎn)品和效勞的區(qū)別與聯(lián)系本課件PPT僅供大家學(xué)習(xí)使用學(xué)習(xí)完請(qǐng)自行刪除，謝謝！本課件PPT僅供大家學(xué)習(xí)使用學(xué)習(xí)完請(qǐng)自行刪除，謝謝！本課件PPT僅供大家學(xué)習(xí)使用學(xué)習(xí)完請(qǐng)自行刪除，謝謝！本課件PPT僅供大家學(xué)習(xí)使用學(xué)習(xí)完請(qǐng)自行刪除，謝謝！OutlineGlobalCompanyProfile:HardRockCafeWhatIsOperationsManagement?OrganizingtoProduceGoodsandServicesWhyStudyOM?WhatOperationsManagersDoHowThisBookIsOrganizedOutline-ContinuedTheHeritageofOperationsManagementOperationsintheServiceSectorDifferencesbetweenGoodsandServicesGrowthofServicesServicePayExcitingNewTrendsinOperationsManagementOutline-ContinuedTheProductivityChallengeProductivityMeasurementProductivityVariablesProductivityandtheServiceSectorEthicsandSocialResponsibilityLearningObjectivesWhenyoucompletethischapteryoushouldbeableto:DefineoperationsmanagementExplainthedistinctionbetweengoodsandservicesExplainthedifferencebetweenproductionandproductivityLearningObjectivesWhenyoucompletethischapteryoushouldbeableto:Computesingle-factorproductivityComputemultifactorproductivityIdentifythecriticalvariablesinenhancingproductivityTheHardRockCafeFirstopenedin1971Now–121restaurantsinover40countriesRockmusicmemorabiliaCreatesvalueintheformofgoodfoodandentertainment3,500+custommealsperdayinOrlandoHowdoesanitemgetonthemenu?RoleoftheOperationsManagerWhatIsOperationsManagement?ProductionisthecreationofgoodsandservicesOperationsmanagement(OM)isthesetofactivitiesthatcreatesvalueintheformofgoodsandservicesbytransforminginputsintooutputsOrganizingtoProduceGoodsandServicesEssentialfunctions:Marketing–generatesdemandProduction/operations–createstheproductFinance/accounting–trackshowwelltheorganizationisdoing,paysbills,collectsthemoneyOrganizationalChartsOperationsTellerSchedulingCheckClearingCollectionTransactionprocessingFacilitiesdesign/layoutVaultoperationsMaintenanceSecurityFinanceInvestmentsSecurityRealestateAccountingAuditingMarketingLoansCommercialIndustrialFinancialPersonalMortgageTrustDepartmentCommercialBankFigure1.1(A)OrganizationalChartsOperationsGroundsupport

equipmentMaintenanceGroundOperationsFacility

maintenance

CateringFlightOperationsCrewscheduling

Flying

Communications

DispatchingManagementscienceFinance/accountingAccountingPayables

Receivables

GeneralLedgerFinanceCashcontrol

International

exchangeAirlineFigure1.1(B)MarketingTrafficadministrationReservations

Schedules

Tariffs(pricing)SalesAdvertisingMarketingSales

promotionAdvertisingSalesMarketresearchOrganizationalChartsOperationsFacilities

Construction;maintenanceProductionandinventorycontrol

Scheduling;materialscontrolQualityassuranceandcontrolSupplychainmanagementManufacturing

Tooling;fabrication;assemblyDesign

Productdevelopmentanddesign

DetailedproductspecificationsIndustrialengineering

Efficientuseofmachines,space,

andpersonnelProcessanalysis

Developmentandinstallationof

productiontoolsandequipmentFinance/accountingDisbursements/

creditsReceivables

Payables

GeneralledgerFundsManagementMoneymarket

International

exchangeCapitalrequirementsStockissue

Bondissue

andrecallManufacturingFigure1.1(C)WhyStudyOM?OMisoneofthreemajorfunctions(marketing,finance,andoperations)ofanyorganizationWewant(andneed)toknowhowgoodsandservicesareproducedWewanttounderstandwhatoperationsmanagersdoOMissuchacostlypartofanorganizationOptionsforIncreasingContributionSales $100,000 $150,000 $100,000 $100,000CostofGoods –80,000 –120,000 –80,000 –64,000GrossMargin 20,000 30,000 20,000 36,000FinanceCosts –6,000 –6,000 –3,000 –6,000Subtotal 14,000 24,000 17,000 30,000Taxesat25% –3,500 –6,000 –4,250 –7,500Contribution $10,500 $18,000 $12,750 $22,500 Finance/ Marketing Accounting OM Option Option Option Increase Reduce Reduce Sales Finance Production Current Revenue50% Costs50% Costs20%WhatOperations

ManagersDoPlanningOrganizingStaffingLeadingControllingBasicManagementFunctionsTenCriticalDecisionsTenDecisionAreas Chapter(s)Designofgoodsandservices 5Managingquality 6,Supplement6Processandcapacity 7,Supplement7

designLocationstrategy 8Layoutstrategy 9Humanresourcesand 10,Supplement10

jobdesignSupplychain 11,Supplement11

managementInventorymanagement 12,14,16Scheduling 13,15Maintenance 17Table1.2TheCriticalDecisionsDesignofgoodsandservicesWhatgoodorserviceshouldweoffer?Howshouldwedesigntheseproductsandservices?ManagingqualityHowdowedefinequality?Whoisresponsibleforquality?Table1.2(cont.)TheCriticalDecisionsProcessandcapacitydesignWhatprocessandwhatcapacitywilltheseproductsrequire?Whatequipmentandtechnologyisnecessaryfortheseprocesses?LocationstrategyWhereshouldweputthefacility?Onwhatcriteriashouldwebasethelocationdecision?Table1.2(cont.)TheCriticalDecisionsLayoutstrategyHowshouldwearrangethefacility?Howlargemustthefacilitybetomeetourplan?HumanresourcesandjobdesignHowdoweprovideareasonableworkenvironment?Howmuchcanweexpectouremployeestoproduce?Table1.2(cont.)TheCriticalDecisionsSupplychainmanagementShouldwemakeorbuythiscomponent?Whoareoursuppliersandwhocanintegrateintooure-commerceprogram?Inventory,materialrequirementsplanning,andJITHowmuchinventoryofeachitemshouldwehave?Whendowere-order?Table1.2(cont.)TheCriticalDecisionsIntermediateandshort–termschedulingArewebetteroffkeepingpeopleonthepayrollduringslowdowns?Whichjobsdoweperformnext?MaintenanceWhoisresponsibleformaintenance?Whendowedomaintenance?Table1.2(cont.)WherearetheOMJobs?Figure1.2WherearetheOMJobs?Technology/methodsFacilities/spaceutilizationStrategicissuesResponsetimePeople/teamdevelopmentCustomerserviceQualityCostreductionInventoryreductionProductivityimprovementSignificantEventsinOMFigure1.3TheHeritageofOMDivisionoflabor(AdamSmith1776;CharlesBabbage1852)Standardizedparts(Whitney1800)ScientificManagement(Taylor1881)Coordinatedassemblyline(Ford/Sorenson1913)Ganttcharts(Gantt1916)Motionstudy(FrankandLillianGilbreth1922)Qualitycontrol(Shewhart1924;Deming1950)TheHeritageofOMComputer(Atanasoff1938)CPM/PERT(DuPont1957)Materialrequirementsplanning(Orlicky1960)Computeraideddesign(CAD1970)Flexiblemanufacturingsystem(FMS1975)BaldrigeQualityAwards(1980)Computerintegratedmanufacturing(1990)Globalization(1992)Internet(1995)EliWhitneyBorn1765;died1825In1798,receivedgovernmentcontracttomake10,000musketsShowedthatmachinetoolscouldmakestandardizedpartstoexactspecificationsMusketpartscouldbeusedinanymusketFrederickW.TaylorBorn1856;died1915Knownas‘fatherofscientificmanagement’In1881,aschiefengineerforMidvaleSteel,studiedhowtasksweredoneBeganfirstmotionandtimestudiesCreatedefficiencyprinciplesTaylor’sPrinciplesMatchingemployeestorightjobProvidingthepropertrainingProvidingproperworkmethodsandtoolsEstablishinglegitimateincentivesforworktobeaccomplishedManagementShouldTakeMoreResponsibilityfor:Frank&LillianGilbrethFrank(1868-1924);Lillian(1878-1972)Husband-and-wifeengineeringteamFurtherdevelopedworkmeasurementmethodsAppliedefficiencymethodstotheirhomeand12children!Book&Movie:“CheaperbytheDozen,〞book:“BellsonTheirToes〞Born1863;died1947In1903,createdFordMotorCompanyIn1913,firstusedmovingassemblylinetomakeModelTUnfinishedproductmovedbyconveyorpastworkstationPaidworkersverywellfor1911($5/day!)HenryFordW.EdwardsDemingBorn1900;died1993EngineerandphysicistCreditedwithteachingJapanqualitycontrolmethodsinpost-WW2UsedstatisticstoanalyzeprocessHismethodsinvolveworkersindecisionsContributionsFromHumanfactorsIndustrialengineeringManagementscienceBiologicalsciencePhysicalsciencesInformationtechnologyNewChallengesinOMGlobalfocusJust-in-timeSupplychainpartneringRapidproductdevelopment,alliancesMasscustomizationEmpoweredemployees,teamsToFromLocalornationalfocusBatchshipmentsLowbidpurchasing

Lengthyproductdevelopment

Standardproducts

JobspecializationCharacteristicsofGoodsTangibleproductConsistentproductdefinitionProductionusuallyseparatefromconsumptionCanbeinventoriedLowcustomerinteractionCharacteristicsofServiceIntangibleproductProducedandconsumedatsametimeOftenuniqueHighcustomerinteractionInconsistentproductdefinitionOftenknowledge-basedFrequentlydispersedIndustryandServicesasPercentageofGDPServicesManufacturingAustraliaCanadaChinaCzechRepFranceGermanyHongKongJapanMexicoRussianFedSouthAfricaSpainUKUS90?80?70?60?50?40?30?20?10?0?GoodsVersusServicesTable1.3CanberesoldCanbeinventoriedSomeaspectsofquality

measurableSellingisdistinctfrom

productionProductistransportable

Siteoffacilityimportantforcost

OfteneasytoautomateRevenuegeneratedprimarily

fromtangibleproduct AttributesofGoods

(TangibleProduct)AttributesofServices

(IntangibleProduct)ResellingunusualDifficulttoinventoryQualitydifficulttomeasure

Sellingispartofservice

Provider,notproduct,is

oftentransportableSiteoffacilityimportantfor

customercontactOftendifficulttoautomateRevenuegeneratedprimarily

fromtheintangibleserviceGoodsandServicesAutomobileComputerInstalledcarpetingFast-foodmealRestaurantmeal/autorepairHospitalcareAdvertisingagency/investmentmanagementConsultingservice/teachingCounselingPercentofProductthatisaGood PercentofProductthatisaService 100% 75 50 25 0 25 50 75 100% | | | | | | | | |Figure1.4120

–100–80–60–40–20–0– | | | | | | | 1950 1970 1990 2010(est) 1960 1980 2000Employment(millions)ManufacturingandServiceEmploymentFigure1.5(A)ManufacturingServiceManufacturingEmploymentandProductionFigure1.5(B)40–30–20–10–0–

| | | | | | | 1950 1970 1990 2010(est) 1960 1980 2000–150–

125–100–75–50–25–0Employment(millions)Index:1997=100Manufacturing

employment(leftscale)Industrialproduction(rightscale)Developmentofthe

ServiceEconomyFigure1.5(C)UnitedStatesCanadaFranceItalyBritainJapanW.Germany1970 2008(est) | | | | | 40 50 60 70 80PercentOrganizationsinEachSectorServiceSectorExample%ofallJobsEducation,Legal,Medical,andotherNotreDameUniversity,SanDiegoZoo,ArnoldPalmerHospital25.5Trade(retail,wholesale)Walgreen’s,Wal-Mart,Nordstrom’s15.1Utilities,TransportationPacificGas&Electric,AmericanAirlines,SantaFeR.R.,RoadwayExpress5.2Table1.4OrganizationsinEachSectorServiceSectorExample%ofallJobsProfessionalandBusinessServicesSnellingandSnelling,WasteManagement,Pitney-Bowes10.1Finance,Information,

RealEstateCiticorp,AmericanExpress,Prudential,Aetna,TrammelCrow,EDS,IBM9.6Food,Lodging,EntertainmentOliveGarden,HardRockCafe,Motel6,HiltonHotels,WaltDisney,ParamountPictures8.5PublicAdministrationU.S.,StateofAlabama,CookCounty4.6Table1.4OrganizationsinEachSectorManufacturingSectorExample%ofallJobsManufacturingGeneralElectric,Ford,U.S.Steel,Intel11.5ConstructionBechtel,McDermott7.9AgricultureKingRanch1.6MiningHomestakeMining0.4SectorPercentofalljobsService78.6%Manufacturing21.4%Table1.4NewTrendsinOMLocalornationalfocusReliableworldwidecommunicationandtransportationnetworksGlobalfocus,movingproductionoffshoreBatch(large)shipmentsShortproductlifecyclesandcostofcapitalputpressureonreducinginventoryJust-in-timeperformanceLow-bidpurchasingSupplychaincompetitionrequiresthatsuppliersbeengagedinafocusontheendcustomerSupplychainpartners,collaboration,alliances,outsourcingFigure1.6Past Causes FutureNewTrendsinOMLengthyproductdevelopmentShorterlifecycles,Internet,rapidinternationalcommunication,computer-aideddesign,andinternationalcollaborationRapidproductdevelopment,alliances,collaborativedesignsStandardizedproductsAffluenceandworldwidemarkets;increasinglyflexibleproductionprocessesMasscustomizationwithaddedemphasisonqualityJobspecializationChangingsocioculturemilieu;increasinglyaknowledgeandinformationsocietyEmpoweredemployees,teams,andleanproductionFigure1.6Past Causes FutureNewTrendsinOMLow-costfocusEnvironmentalissues,ISO14000,increasingdisposalcostsEnvironmentallysensitiveproduction,greenmanufacturing,recycledmaterials,remanufacturingEthicsnotatforefrontBusinessesoperatemoreopenly;publicandglobalreviewofethics;oppositiontochildlabor,bribery,pollutionHighethicalstandardsandsocialresponsibilityexpectedFigure1.6Past Causes FutureNewTrendsinOMGlobalfocusJust-in-timeperformanceSupplychainpartneringRapidproductdevelopmentMasscustomizationEmpoweredemployeesEnvironmentallysensitiveproductionEthicsProductivityChallengeProductivityistheratioofoutputs(goodsandservices)dividedbytheinputs(resourcessuchaslaborandcapital)Theobjectiveistoimproveproductivity!ImportantNote!ProductionisameasureofoutputonlyandnotameasureofefficiencyFeedback

loopOutputsGoodsand

servicesProcessesTheU.S.economicsystemtransformsinputstooutputsataboutanannual2.5%increaseinproductivityperyear.Theproductivityincreaseistheresultofamixofcapital(38%of2.5%),labor(10%of2.5%),andmanagement(52%of2.5%).TheEconomicSystemInputsLabor,

capital,

managementFigure1.7ImprovingProductivityatStarbucksAteamof10analystscontinuallylookforwaystoshavetime.Someimprovements:Stoprequiringsignaturesoncreditcardpurchasesunder$25Saved8secondspertransactionChangethesizeoftheicescoopSaved14secondsperdrinkNewespressomachinesSaved12secondspershotImprovingProductivityatStarbucksAteamof10analystscontinuallylookforwaystoshavetime.Someimprovements:Stoprequiringsignaturesoncreditcardpurchasesunder$25Saved8secondspertransactionChangethesizeoftheicescoopSaved14secondsperdrinkNewespressomachinesSaved12secondspershotOperationsimprovementshavehelpedStarbucksincreaseyearlyrevenueperoutletby$200,000to$940,000insixyears.Productivityhasimprovedby27%,orabout4.5%peryear.MeasureofprocessimprovementRepresentsoutputrelativetoinputOnlythroughproductivityincreasescanourstandardoflivingimproveProductivityProductivity=UnitsproducedInputusedProductivityCalculationsProductivity=UnitsproducedLabor-hoursused==4units/labor-hour1,000250LaborProductivityOneresourceinputsingle-factorproductivityMulti-FactorProductivityOutputLabor+Material+Energy+Capital+MiscellaneousProductivity=AlsoknownastotalfactorproductivityOutputandinputsareoftenexpressedindollarsMultipleresourceinputsmulti-factorproductivity CollinsTitleProductivityStaffof4works8hrs/day 8titles/dayPayrollcost=$640/day Overhead=$400/dayOldSystem:=Oldlaborproductivity8titles/day32labor-hrsCollinsTitleProductivityStaffof4works8hrs/day 8titles/dayPayrollcost=$640/day Overhead=$400/dayOldSystem:8titles/day32labor-hrs=Oldlaborproductivity=.25titles/labor-hrCollinsTitleProductivityStaffof4works8hrs/day 8titles/dayPayrollcost=$640/day Overhead=$400/dayOldSystem:14titles/day Overhead=$800/dayNewSystem:8titles/day32labor-hrs=Oldlaborproductivity=Newlaborproductivity=.25titles/labor-hr14titles/day32labor-hrsCollinsTitleProductivityStaffof4works8hrs/day 8titles/dayPayrollcost=$640/day Overhead=$400/dayOldSystem:14titles/day Overhead=$800/dayNewSystem:8titles/day32labor-hrs=Oldlaborproductivity=.25titles/labor-hr14titles/day32labor-hrs=Newlaborproductivity=.4375titles/labor-hrCollinsTitleProductivityStaffof4works8hrs/day 8titles/dayPayrollcost=$640/day Overhead=$400/dayOldSystem:14titles/day Overhead=$800/dayNewSystem:=Oldmultifactorproductivity8titles/day$640+400CollinsTitleProductivityStaffof4works8hrs/day 8titles/dayPayrollcost=$640/day Overhead=$400/dayOldSystem:14titles/day Overhead=$800/dayNewSystem:8titles/day$640+400=Oldmultifactorproductivity=.0077titles/dollarCollinsTitleProductivityStaffof4works8hrs/day 8titles/dayPayrollcost=$640/day Overhead=$400/dayOldSystem:14titles/day Overhead=$800/dayNewSystem:8titles/day$640+400=Oldmultifactorproductivity=Newmultifactorproductivity=.0077titles/dollar14titles/day$640+800CollinsTitleProductivityStaffof4works8hrs/day 8titles/dayPayrollcost=$640/day Overhead=$400/dayOldSystem:14titles/day Overhead=$800/dayNewSystem:8titles/day$640+40014titles/day$640+800=Oldmultifactorproductivity=Newmultif