《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：84113863E-Mail:lnsqij@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“Operations”(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, OPT)、敏捷制造(AgileManufacturing, 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，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 OPERATIONS 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 application 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 evaluate 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 V ALUE OF OPERATIONS MANAGEMENT IN THE CONTEXT OF THE WHOLE ORGANIZATION欣赏组织中运营管理的价值APPRECIATE THE COMPLEXITY OF THE MANAGEMENT OF OPERATIONS欣赏运营管理的复杂性∙V ALUE 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 China’s International MBA ProgramOperation ManagementCourse OutlineQI Jun Lingnan (University) College Zhongshan UniversityCourse 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 at 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 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 the chapter (e.g., C6) or sections of chapter (e.g., C3.2-3.4) to be read.Class 1 IntroductionReadings:COURSE INTRODUCTION.C1Case: 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 typed 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 MCDONALD'S CORPORATION case; students M-Z read the MCDONALD'SCORPORATION case and skim the BURGER KING CORPORATION case. Questions:• For the case you read, analyze the peak hourly capacity vs. peak hourly demand forburger patties. Can they produce enough burgers?• How does the management of operations relate to the company's method of competing in the marketplace?Class 3 Product and Process MatchingWorkforce 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 rate on the Pilgrim order?•Look carefully at Exhibit 2 and the F ABRITEK 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 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 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 Moreno's behavior? 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 AnalysisQueuing SystemsReadings:INVENTORY BUILDUP DIAGRAMSNOTE ON THE MANAGEMENT OF QUEUES (HBS note)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 systems?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 AnalysisQueuing in Health ServicesCase:UNIVERSITY HEALTH SERVICES:W ALK-IN CLINICQuestions:•Draw a 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 the 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 practitioners. 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 AnalysisFIRST WRITTEN ASSIGNMENTCase: NATIONAL CRANBERRY COOPERATIVEQuestions:•What are 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 peak 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 contemplated 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 ManagementEOQ, Newsvendor Model, MRPReadings: A NOTE ON INCREMENTAL ANALYSISA NOTE ON P RODUCTION I NVENTORIES (HBS NOTE).RELEVANT COSTS FOR DECISION MAKING.INTRODUCTION TO M ATERIAL 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 are used for master scheduling and shop floor control?•Why might MRP generate big discrepancies between physical inventories and paper records?Class 8 JITToyota Production SystemReading: C10Case: TOYOTA MOTOR MANUFACTURING, USA INC.Questions:•What are the principles of the Toyota Production System?•As 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 System?•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 material.Class 10 Cellular ManufacturingCase:DORE-DOREQuestions:• Evaluate the changes Doré-Doréhas made in its children's 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 an average children's 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? Is worker cross-training necessary?• What is Doré-Doré's motivation for converting to cells? Should the company continue with its plans for complete implementation of cells in children's knitwear? If not, which knitwear products (if any) should be manufactured in cells?• Should Doré-Doré implement cells in 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 Doré-Dorétake to address the concerns M. Marguet raises in the case?Class 11 Bottleneck ManagementManagement of ConstraintsReadings: THE GOAL: A PROCESS OF ONGOING IMPROVEMENT by Goldratt and Cox MRP, 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.Class 12 Supply Chain ManagementRapid Response; Agility; Hedging ForecastsSECOND WRITTEN ASSIGNMENTReading: MANAGING SUPPLY CHAIN INVENTORY: PITFALLS ANDOPPORTUNITIES by Lee and Billington (SMR article).C8C ASE:S PORT OBERMEYER,L TD.Questions:• Using the sample data given in Exhibit 10, make a recommendation 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 Wally's initial production commitment must be at least 10,000 units. • What operational changes would you recommend 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 NetworksCase:ELLIS MANUFACTURING COMPANYQuestions:•What problems does Ellis face? Why does it have these problems?• What is the cost of a blender at Barnstable? Flower Springs? Georgetown?• How should Ellis configure its network?• Does the international aspect of its business change anything?Class 14 Quality ManagementStatistical Quality ControlReadings: A NOTE ON QUALITY: THE VIEWS OF DEMING, JURAN, AND CROSBY (HBS note).THE MEMORY JOGGER (to be distributed in class).Motorola's publication WHAT IS SIX SIGMA?Case: HANK KOLB,DIRECTOR QUALITY ASSURANCEC7Questions:•Why does Motorola strive for 6 quality?•What are the causes of the quality problems on the Greasex line?•What should be the responsibilities of Hank Kolb and the quality department for the Greasex product?•How can employees be motivated to assure and improve quality? Is motivation the main problem?Class 15 Quality ManagementTotal Quality Management program Implementation Reading:HOW TO COLLECT DATA (Handbook of Quality Tools, Kazuo Ozeki,Tetsuichi Asaka)Case:FLORIDA POWER & LIGHT QUALITY IMPROVEMENT STORY EXERCISE(A) (HBS 9-689-041)Questions:• What are the strengths and weaknesses of FP&L’s QIP?• What factors are responsible for the success of FP&L’s QIP? Consider both organizational issues and contextual factors.• What are the characteristics of business in which an FP&L-style program is appropriate? Inappropriate?Class 16 Quality ManagementKnowledge Creation and ManagementReading: MANAGING AND MEASURING TECHNICAL KNOWLEDGE by Bohn (SMR article)Case:SOLAGEN: PROCESS IMPROVEMENT IN THE MANUFACTURING OF GELATINQuestions:• Should Kodak build a new gelatin manufacturing plant based on the new Solagen process?• What issues do you think Mr. Bolten should be considering? What roles do learning and knowledge play in the gelatin manufacturing strategy?• What are the key issues in implementing change to the gelatin manufacturing process?Class 17-18 Plant ToursReadings: MANUFACTURING PLANT TOUR QUESTION LIST by EppingerWe will hold class "on the road" today, and will go on a plant tour. Details to follow.Class 19-20 Guest SpeekClass 21 Process Re-engineeringReading: REENGINEERING WORK:DON'T AUTOMATE,OBLITERATE by Hammer (HBR article).Case: BANK OF AMERICA: ACCOUNTS PAYABLE (A)(Stanford case).C16Questions:•Of the “Six Tools” in the Memory Jogger, which are potentially helpful in organizing you thoughts on the Bank of America case?•In broad terms, what are the problems being encountered in Accounts Receivable, and what are the basic sources of those problems?•What fundamental principles should be applied in redesigning the Accounts Receivable process?• What are your specific recommendations?Class 22 TQM and Re-engineeringTHIRD WRITTEN ASSIGNMENTReading: REENGINEERING THE CORPORATION: A REVIEW ESSAY by Cole. Questions:•In your opinion, what, if anything, is new and different about re-engineering as distinct from TQM and traditional quality management philosophies?•What differences are there between China’ OM and USA’ OM?Class 23-24 Course Wrap-upTeam presentationFinal Exam研究生选修课程大纲2004学年下学期研究生教学计划理论、案例、实践三方面的结合1、学生必须预先阅读本科教材《生产与运作管理》，蔡斯2、学生能够对部分章节进行讲解3、案例来源：游戏、教材案例、《生产与运作管理案例》（加拿大毅伟管理学院）4、实践项目研究小组报告学生以2-3人为单位组成项目研究小组。