运营管理【英文】
OPERATIONSMANAGEMENT运营管理英文版
O PERATIONS M ANAGEMENTOperations management goes by many names: Production, Production Management, or s imply Operations. For our purposes we will define it as the production and delivery of goods and services. It encompasses d esigning the product and its accompanying production process, acquiring and organizing the necessary resources, and planning and executing production. With such a broad scope, the operations function plays an integral role in the ability of an organization to achieve its goals. A well-trained manager m ust be familiar and conversant with the many issues and concepts that arise within this functional area.In this course we study the management of the operations function. We focus on both understanding how the provision of goods is organized and managed as well as recognizing potential areas of improvement. The course has several objectives:Introducing the functional area of operations management and demonstrating how it interfaces with an organization’s other functional areas.Highlighting the various issues and problems that traditionally arise in the management o f operations within both manufacturing and service organizations.Building a familiarity with the terminology, modeling, and methodology often employed in the operations function.Training students to think critically and use analytical tools in making business decisions and problem solving.R EQUIRED M ATERIALMatching Supply With Demand by Cachon and TerwieschCourse PackThe Goal (2nd Edition) by Eliyahu M. Goldratt and Jeff CoxS UPPLEMENTAL M ATERIALOperations Management For Competitive Advantage by Chase, Jacobs, and Acquiano Virtually all readings or cases listed on the course outline are included in the text or the course pack. Additional materials will be passed out in class.G RADINGEvaluations will be based upon the following components weighted by the given percentages.Class Participation 20%Case Write-up 5%3 Exams (each) 20%Final Project 15%The stated weights will apply for students who perform adequately along each dimension. Thatis, acceptable performance in e ach area is a necessary condition for successfully completing thecourse. Over the term, we will study a large number of cases. A successful case discussionrequires that all students be well prepared. Consequently, class participation will be based onregular attendance, quiz scores, and positive contributions to case and class discussions.Final course grades are determined using the total points accumulated. There will be noadjustments applied to the exams. For final grades, the raw scores will be analyzed to determineif an adjustment is appropriate. If the instructor determines an adjustment is warranted, thenindividual scores will be normalized into the target ranges outlined above.E XAMSAll exams are non-comprehensive closed book, individual efforts. Students may bring one (8? x 11 inches) original hand-written formula sheet (writing allowed on one side only). Tohelp students understand t he material and prepare the exams, homework problems will beassigned. Students are expected to do the homework problems but they will not be collectedand graded. Some problems in the exams and quizzes will very likely be closely related tothe homework assignment. Hence, you should spend time solving them before solutions areprovided. Makeup exams will not be given. Excused absences (for health reasons, etc.)must be documented, and the grade missed will be the average of the other Exam scores. Allother cases will receive a grade of zero for the missed exam. Test review sessions will beoffered before each test. N OTE: Students are expected to have their own calculator foreach exam!!C LASS P ARTICIPATION AND A TTENDANCEClass participation refers to regular class attendance; contributing positively, regularly, andsignificantly to class discussion; and being courteous and professional to both your instructor andyour fellow classmates. Contribution to class discussion will require that you prepare for theclass lesson ahead of time by both reading the material to be covered and working out anyproblems that are suggested in the syllabus. Bring your n ame tent with you to every class. Aswe get into the term, you may find that you have a conflict with attending class. How youresolve that conflict is your choice. Although I will not take attendance in class, you should beaware that missing a session impacts your class participation grade.Practice Problems: The course pack contains some practice problems for many of the topicscovered. These do not have to be handed in and no written requirement exists, but it is stronglysuggested that they be done on a regular basis. Some of the problems may be covered in class,and the learning that takes place will be much greater if you have first tried the problem on yourown. Generally, people who approach the practice problems seriously find both the quizzes andthe exams much easier to prepare for and to successfully complete.Quizzes: Throughout the semester numerous pop quizzes will be assigned. These serve multipleuses. Their primary purpose is to ensure that people are “keeping up” with the course m2。
【运营管理】_12InventoryManagement(运营管理,英文版)
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.
InventoryManagement运营管理英文版
¨Holding, Ordering, and Setup Costs
¨Inventory Models for Independent Demand
¨Basic Economic Order Quantity (EOQ) Model
¨Minimizing Costs
¨Reorder Points Model
¨ABC Analysis ¨Record Accuracy ¨Cycle Counting ¨Control of Services Inventory
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
12-10
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
ABC Analysis
¨Divides on-hand inventory into 3 classes
¨ A class, B class, C class
¨Basis is usually annual $ volume
¨ $ volume = Annual demand x Unit cost
A Simon & Schuster Company Upper Saddle River, N.J. 07458
Outline
¨Global Company Profile: Harley-Davidson ¨Functions of Inventory
_16ProjectManagement(运营管理,英文版)资料
16-14
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
Project Management Activities
Planning Objectives Resources Work breakdown schedule Organization
Oject Management Chapter 16
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
16-1
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
Management of Large Projects
¨Planning - goal setting, project definition, team organization
¨Scheduling - relating people, money, and supplies to specific activities and activities to one and other
¨Controlling - monitoring resources, costs, quality, and budgets; revising plans and shifting resources to meet time and cost demands
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
ProjectManagement运营管理英文版
¨The Project Manager
¨Work Breakdown Structure
¨Project Scheduling ¨Project Controlling
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
16-5
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
Bechtel
¨Asked by Kuwait to begin rebuilding after Desert Storm
A Simon & Schuster Company Upper Saddle River, N.J. 07458
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
16-3
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
运营管理英文版PPT
Process Control Operation
¨Sensors; often analog devices; collect data ¨Analog devices read data on some periodic basis;
perhaps once a minute or once a second ¨Measurements are translated into digital signals; and
Transparency Masters to acpany Operations Management; 5E Heizer & Render
7s6
1998 by Prentice Hall; Inc A Simon & Schuster pany Upper Saddle River; N J 07458
Production Technology
Numerical Control
¨Numerical control NC machine can be controlled electronically
¨puter Numerically Controlled CNC machine actually has its own microprocessor and memory
¨Direct Numerical Control DNC wired to a central puter
Transparency Masters to acpany Operations Management; 5E Heizer & Render
7s12
1998 by Prentice Hall; Inc A Simon & Schuster pany Upper Saddle River; N J 07458
运营管理英文课件 (15)
What is Operations and Supply Chain Management?
• What is your definition of • Operations • Supply management (OSM): • Logistics
What is Operations and Supply Chain Management?
• Operations and supply management (OSM): the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services
Differences Between Services and Goods
1. Services are intangible 2. Services requires some interaction
with the customer 3. Services are inherently
heterogeneous 4. Services are perishable and time
• Delivering: carriers are picked to move products to warehouses and customers
• Returning: the processes for receiving wornout, defective, and excess products back from customers
processes. 4. Contrast differences between services and
CH13Types of Inventory(运营管理,英文版)
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 13, Slide 2
Chapter 13, Slide 9
What is the “Best” Order Size Q?
Determined by: • Inventory related costs
– Order preparation costs and setup costs – Inventory carrying costs – Shortage and customer service costs
Chapter 13, Slide 16
Sample Problems
• Pam runs a mail-order business for gym equipment. Annual demand for the TricoFlexers is 16,000. The annual holding cost per unit is $2.50 and the cost to place an order is $50. What is the economic order quantity?
Total Cost = Annual Holding Cost + Annual Ordering Cost
= [(Q/2) × H] + [(D/Q) × S] How do these costs vary as Q varies? Why isn’t item cost for the year included?
Operations Management 运营管理英文版
Operations ManagementCOURSE DESCRIPTIONIntroduction to the production/operations management function. Quantitative and qualitative methods and models to support decision making in production, operations, logistics, and other functional areas.COURSE OUTCOMES:By the end of the course, the student should be able to:∙Identify and describe the elements of the production/operations management (P/OM) function in both manufacturing and service organizations and show how P/OM interacts with other functions of the firm.∙Identify the factors of production and show how they are integrated into productive systems.∙Identify, describe, and apply appropriate models and methods for the management of the production/operations function, including both qualitative and quantitative techniques for analysis, decision making, and control.∙Identify current issues and problems (such as global production, operations strategy, automation, the environment, diversity, etc.) which affect the productive segment of the firm, and suggest ways in which such issues and problems may be addressed.∙Recognize when it is appropriate to apply various analytic models for production systems and system elements. These are the decision making models of production and operations management.TextbookKrajewski, Ritzman, & Malhotra, Operations Management: Processes and Value Chains,Prentice-Hall, 8th Edition, 2007.ExamsExams will be weighted as noted below and will be given as listed in the course schedule. Exams generally may consist of fill-in-blank questions, multiple choice, problems, cases, short answer, and/or essay questions.Exams (18% each) 54% Final grade allocationIn-class quizzes (1% each) 10% 93% - A (4.0)/ 90% - A- (3.7)Homework Assignments 15% 87% - B+ (3.3)/ 83% - B (3.0)/ 80% - B- (2.7)Class project 17% 77% - C+ (2.3)/ 73% - C (2.0)/ 70% - C- (1.7)Participation + Attendance 4% 67% - D+ (1.3)/ 63% - D (1.0)/ 60% - D- (0.7)/ 60% - F (0.0)Students are expected to take the exam on the scheduled date. If a student is unable to be present in class when an exam is scheduled because of an emergency situation, it is the student’s responsibility to contact the instructor in advance. Otherwise no makeup tests.Student ResponsibilitiesThe student is responsible for all assigned readings and internalizing all the material presented in class, which may or may not originate from the textbook. The student is responsible for the material covered in the lectures, assigned textbook readings, and case studies examined in class.Participation and AttendanceStudents who do not attend lectures cannot get participation points (and attendance credit as appropriate) during that class period. All requests for excused absence must be in advance. The instructor may deduct up to 25 percent from the attendance and participation portion of a grade for each incident. There will be also strong correlation between the problems done in class and the problems used on the assignments and exams. AssignmentsThe student is responsible for submitting the individual/group assignments when scheduled by the instructor. There will be in-class and off-class assignments. Absence from class does not excuse the student from any in-class quizzes or any assignments made during the class period. A student who misses the class should check with the instructor and/or class website to determine if an assignment was made during the class was missed. All homework assignments must be typed and the student/group name, submission date, and title of the homework subject should be included. When a group project is assigned, each group is required to return one written report to the instructor. All late assignments within one week of the due date will be graded out of 5 instead of 10. All homework assignments grading is done by 1-10 scale as following:10 Excellent9 Very good8 Good7 and below Poor/unsatisfactoryClass ProjectThe students are expected to form a group with 3-4 persons and then to complete a class project. The objective of this assignment is to have your group visit a product or service organization, analyze it from an operations point of view, and report your results. Youwill be responsible for submitting a 5-8 page written analysis of your results (Due August 12th ). You are also expected to make a short oral presentation (10-15 minutes) of your results (Presentations: August 12th). Grading for Class Project will be based on the following: Written analysis (80%) and presentation (20%).Project DetailsVisit a product or service organization as a group. Interview with the operations and/or production manager to compile information about the company's operations strategy, quality control methods, processes, inventory planning methods, forecasting techniques, location decisions, layout formats, etc.Your report should include the following:-Company background (when it started, how many employees it has, which industry it is in, etc.).-Your report should also address at least five of the following issues (You might choose to concentrate on just one topic in greater detail):o Operations strategy/competitive basis (company's competitive priorities, how company do compete with its competitors, what the company's strengths and weaknesses are over its competitors, etc.)o Products/services (features, classification, design)o Processes which create/deliver the products/services (classification, features, design) o Capacity planningo Facility Location (what the factors affecting the company's location decisions are , how the company plans its location for a new facility, etc.)o Facility Layouto Inventory planning/managemento Supply chain management (how the company works with its suppliers, whether they do have an integrated supply chain management approach, etc.)o Quality management/control (Whether they do implement TQM philosophy, how they do control and maintain quality within the organization, which quality tools they do use (Pareto, checklists, cause-effect diagrams, flowcharts, etc.), whether they do implement Six-sigma philosophy, whether they do use statistical control charts (R charts, X-bar charts, etc.)o Operations planning and control (JIT implementation, etc.)o ForecastingServices Available for Physically Challenged Students: If you are physically challenged, please notify the instructor. The instructor and CWU will do their best to provide such services.COB Policy on retake courses:Please note that only one retake of all Bus. Admin. courses.。
运营管理PPT(英文版)
Operations Management, 2e/Ch. 9 Supply Chain Design ©2007 Thomson South-Western
9
Chapter 9 Supply Chain Design
Supply chain efficiency measures include: Inventory Turnover (IT) = Cost of goods sold /Average inventory value (Eq. 9.1) Inventory Days’ Supply (IDS) = Average total inventory/Cost of goods sold per day (Eq. 9.2) Cost of Goods Sold per Day (CGS/D) = Cost of goods sold value/Operating days per year (Eq. 9.3) Revenue per Day (R/D) = Total revenue/Operating days per year
7
Chapter 9 Supply Chain Design
Understanding and Measuring Supply Chain Performance
• Supply chain metrics balance customer requirements and internal supply chain efficiency. • Delivery reliability is measured by perfect order fulfillment. • Responsiveness is measured by order fulfillment lead time or perfect delivery fulfillment. • Customer-related measures measure the level of customer satisfaction.
《运营管理》教学大纲
线下
讲授
作业
10
单周期库存问题的基本模型
刘田
3学时
重点：单周期库存问题的基本模型
难点：单周期库存控制的方法
线下
讲授
11
确定型均匀需求库存问题的基本模型
刘田
3学时
重点：确定型均匀需求库存问题的基模型
难点：有数量折扣的经济批量模型
线下
讲授
12
物料需求计划与制造资源计划
刘田
3学时
答疑时间、地点与方式：分为集体答疑与个别答疑的形式，集体答疑的地点：莞城图书馆407（会根据课程进度安排集体答疑时间），个别答疑主要通过微信、QQ，邮件等方式。
课程考核方式：开卷（）闭卷(√)课程论文（）其它()
使用教材：生产运作管理科学出版社第三版马士华，崔南方，周水银，林勇编
教学参考资料：
1、马士华、陈荣秋等。生产运作管理。清华大学出版社，2015
线下
讲授
16
期末大复习
刘田
2学时
线下
讲授
合计：
40
实践教学进程表
周次
实验项目名称
主讲教授
学时
重点、难点、课程思政融入点
项目类型（验证/综合/设计）
教学手段
5-6
红酸果运作流程瓶颈分析案例
刘田
4学时
重点：瓶颈分析
难点：生产运作流程的优化
综合
讲授和小组讨论，每个小组合作完成一份案例作业
15-16
阅读最成功的企业管理小说《目标》
《运营管理》教学大纲
课程名称：运营管理
课程类别（必修/选修）：必修
课程英文名称：operationsmanagement
运营管理英文课件 (1)
Estimating the Learning Percentage
1. Assume that the learning percentage will be the same as it has been for previous applications within the same industry
2. The unit time will decrease at a decreasing rate
3. The reduction in time will follow a predictable pattern
4A-6
Finding the Learning Rate
1. Arithmetic tabulation 2. Logarithms 3. Some other curve-fitting method
4A-16
Example: The Solution
• 180 / 225 = 0.80 • Look up unit 11 for an 80 percent
improvement ratio in Exhibit B.5
– 0.4629
• 0.4269 x 225 = 104
4A-17
Example: The Data
2. Assume that it will be the same as it has been for the same or similar products
3. Analyze the similarities and differences between the proposed start-up and previous start-ups and develop a revised learning percentage that appears to best fit the situation
CH07Manufacturing Processes(运营管理,英文版)
Chapter 7, Slide 4
Example: Making Windows
Conversion
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 7, Slide 11
Batch II
Layout is a cross between that found in a line and that found in a job shop:
Mixing Together the Process Types ...
Spindles Arms and Legs BATCH for fabricating parts ...
ASSEMBLY LINE for putting together final product
Seats
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield
Chapter 7, Slide 13
Job Shop
• Low volume, one-of-a-kind products
• Job shops sell their capability