1
生产管理与控制
Production management and control
张卫
Zhang Wei
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Basic Functions of the Business Organization
P4 Fig. 1.1
Organization
Marketing
assessing demands
selling and promoting
Operations
Manufacturing:
producing goods
Service organizations ：
Finance
securing financial
resources & allocating,
budgeting, investment,
providing funds
delivery of service
Operations: The part of a business organization that is responsible
for producing goods and/or services.
Operations management: The management of systems or processes
that create goods and/or provide services.
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Goods vs Services
Goods Physical items ( include raw materials, parts, subassemblies,
and final products) produced by business organizations.
Services Activities that provide some combination of time, location,
form, and psychological value
Goods
Services
Surgery, Teaching
Songwriting, Software Development
Computer Repair, Restaurant Meal
Home Remodeling, Retail Sales
Automobile Assembly, Steelmaking
The goods–service continuum
P6 Fig. 1.4
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Goods VS. Services
P8 Tab. 1.3
CHARACTERISTICS
GOODS SERVICE
Customer contact
Low
High
Uniformity of inputs and
outputs
High
Low
Labor content
Low
High
Automation
Easy
Generally difficult
Output
Tangible Intangible, often unique
Measurement of productivity
Easy
Difficult
Opportunity to correct
problems
High
Low
Inventory
Much
Little
Quality evaluation
Easier
Difficult
Production activities
Obvious Not so obvious
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Course Contents
1.
Chapter 1: Introduction to Operations Management
2.
Chapter 2: Competitiveness, Strategy, and Productivity
3.
Chapter 4: Strategic Capacity Planning for Products
4.
Chapter 5: Process Selection and Facility Layout
5.
Chapter 10: Aggregate Planning and Master Scheduling
6.
Chapter 12: Inventory Management
7.
Chapter 11: MRP/MRPII/ERP
8.
Chapter 15: Operations Scheduling
9.
Chapter 13: JIT and Lean Operations
10. Chapter 14: Supply Chain Management
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References:
⚫[美]威廉
J.史蒂文森著，张群等译：
Operation Management 运营管理（英文版
11版），机械工业出版社，2012
http://item.jd.com/10913637.html
⚫Richard
B. Chase, Nicholas J. Aquilano, F.
Robort Jacobs, Operation Management for
Competitive Advantage (9/e,10/e,11/e),
Mcgraw-Hill,2002,2004,2006,
⚫[美]威廉 J.史蒂文森著，张群等译：运营管
理（12版），机械工业出版社，2017
B. 蔡斯等著，宋国防等译：生产
与运作管理——制造与服务(9/e)，机械工业出
版社，1999
⚫[美]理查德
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Marking scheme:
The final grade in the course will be determined by a
percentage of the total points possible. The following
table provides an approximation of course grading.
No.
activity
weight
Comment
1
Quizzes
40%
open-book
2
CASE STUDY
40%
PPT
Presentation
paper
3
Attendance
20%
every absence will be -5 marks
every late will be -3 marks
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CHAPTER 1 INTRODUCTION TO
OPERATIONS MANAGEMENT
1.1 Transformation Process
1.2 Value-added Transformation Process
1.3 Process management
1.4 Operation management
1.5 History of OM
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1.1 Transformation Process
The creation of goods or services involves transforming or
P5 Fig. 1.3
converting inputs into outputs.
To ensure that the desired outputs are obtained, an organization takes
measurements at various points in the transformation process
( feedback ) and then compares them with previously established
standards to determine whether corrective action is needed ( control ).
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Examples of inputs, transformation, and outputs
P6 Tab. 1.1
P7 Tab. 1.2
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1.2 Value-added Transformation Process
Value-added is the term used to describe the difference between the
cost of inputs and the value or price of outputs.
The essence of the operations function is to add value during the
transformation process.
➢nonprofit organizations: the value of outputs is their value to
society. The greater the effectiveness of these operations, the greater
the value-added.
➢for-profit organizations: the value of outputs is measured by the
prices that customers are willing to pay for those goods or services.
Firms use the money generated by value-added for R&D, investment
in new,facilities and equipment, worker salaries, and profits,
branding.The greater the value-added, the greater the amount of
funds available for these purposes.
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Value-added Transformation Processes
• Extraction-Mine(the gathering of primary resources)
• Physical -manufacturing (manufacturing and assembly)
• Locational- transportation (transporting a good or service)
• Physiological -health care (providing health-related services)
• Information- telecommunications (changing the availability of data)
• Exchange- retailing (facilitating payment for and receipt of value)
• Storage- warehousing (providing storage over time)
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1.3 Process management
Central role of operations management is process management.
Process: One or more actions that transform inputs into outputs.
3 categories of business processes:
① Upper-management processes: govern the operation of the entire
organization, include organizational governance and organizational strategy.
② Operational processes: the core processes that make up the value stream,
include purchasing, production and/or service, marketing, and sales.
③ Supporting processes: support the core processes, include accounting, human
resources, and IT.
P9 Fig. 1.5
1.4 Operation management
The scope of operations management ranges across the organization.
The operations function includes many interrelated activities such as:
–Forecasting
–Capacity planning
–product and service design
–selection and management of technology
–design of work systems
–process selection
–location planning
–Facilities and layout planning
–Scheduling
–Managing inventories
–Assuring quality
–Quality improvement
–Motivating and training employees
–……
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OM in the Organization Chart
MANUFACTURING FIRM:
Finance
Operations
Marketing
Plant
Manager
Operations
Manager
Director
Manufacturing, Production control,
Quality assurance, Engineering,
Purchasing, Maintenance, etc
S
M
ONE DEPARTMENT----THROGHOUT FIRM----CROSS-FUNCTIONAL TEAM
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1.5 History of OM
– Eli Whitney - interchangeable parts
– Adam Smith- division of labor The Wealth of Nations
– Frederick Winslow Taylor - scientific management / “one best
way”
• Henry Ford - assembly line
• Alfred P. Sloan - organizational management (centralized
planning/decentralized control)
• Taiichi Ohno - lean production
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P18 Tab. 1.4
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End of Chapter 1