[精品]运营管理

© The McGraw-Hill Companies, Inc., 2003
5–2
Chapter Objectives (cont’d)
• Introduce the concept of business processes and show how they are providing managers with a broader perspective for managing their organizations.
• Design capacity versus maximum capacity
Homogeneous output
Capacity Utilization

Actual output Design capacity
Variable output
Capacity Utilization

Actual machine hours used Total machine hours available
PowerPoint
Presentation
by
Charlie
Cook
© The McGraw-Hill Companies, Inc., 2003
5–1
Chapter Objectives
• Illustrate how all activities within an organization are actually processes that need to be managed.
• Standardization • Flexibility • Customization • Speed of delivery
Fundamentals of Operations Management 4e*
© The McGraw-Hill Companies, Inc., 2003
5–5
ProducttyiviOutputs Inputs
Fundamentals of Operations Management 4e*
© The McGraw-Hill Companies, Inc., 2003
5–10
Partial Measures of Productivity
Fundamentals of Operations Management 4e*
• Present the concept of service blueprinting and illustrate how it is used to evaluate processes within a service environment.
Fundamentals of Operations Management 4e*
© The McGraw-Hill Companies, Inc., 2003
5–12
Types of Performance Measures (cont’d)
• Capacity Utilization
–Percentage of available capacity actually used.
–Allows a firm to determine if its strategically important goals and standards are being met.
–Allows for performance comparisons with other competing firms.
• Present the various measures of performance that can be used to evaluate a process.
• Show how process analysis can provide managers with an in-depth understanding of how a process is performing, while at the same time identifying areas for improvement.
Fundamentals of Operations Management 4e*
Exhibit 5.2
© The McGraw-Hill Companies, Inc., 2003
5–8
Process Measurement
• Importance of Measuring Processes
–Is the basis for good management—“If you can’t measure it, you can’t manage it.”
• Flexibility
–The measure of how readily a firm’s transformation process can adjust to changes in customer demand (i.e., agile manufacturing).
Fundamentals of Operations Management 4e*
© The McGraw-Hill Companies, Inc., 2003
5–9
Types of Performance Measures
• Productiviቤተ መጻሕፍቲ ባይዱy
–The operational efficiency with which inputs are transformed (converted) into outputs.
• A relative measure that becomes meaningful when compared to itself over time, similar operations internally, or externally within its industry.
–Partial measures of productivity can be taken using the various inputs (e.g., labor, energy, and materials) that are combined to create a product.
Fundamentals of Operations Management 4e*
© The McGraw-Hill Companies, Inc., 2003
5–13
Measures of Capacity
Fundamentals of Operations Management 4e*
Exhibit 5.4
• Present the concepts of benchmarking and reengineering and show their roles in creating worldclass operations.
Fundamentals of Operations Management 4e*
• The maximum potential output rate that could be achieved when productive resources are used to their maximum.
Fundamentals of Operations Management 4e*
Fundamentals of Operations Management 4e*
Exhibit 5.1b
© The McGraw-Hill Companies, Inc., 2003
5–7
Relative Comparison of Hamburger Preparation Processes
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–Design capacity
• The ideal output rate at which the firm would like to produce under normal circumstances and for which the system was designed.
–Maximum capacity
© The McGraw-Hill Companies, Inc., 2003
5–14
Types of Performance Measures (cont’d)
• Quality
–Usually measured by the defect rate of the products produced.
Fundamentals of Operations Management 4e*
© The McGraw-Hill Companies, Inc., 2003
5–4
Defining a Process
• Selecting a Process
–Identifying the strengths and weaknesses of each process’s capability to support the strategic focus of the firm on particular market segments.
• Less uncertainty in delivery times is better.
Fundamentals of Operations Management 4e*
© The McGraw-Hill Companies, Inc., 2003
5–15
Types of Performance Measures (cont’d)
Process Flowcharts for Making Hamburgers
Fundamentals of Operations Management 4e*
Exhibit 5.1a
© The McGraw-Hill Companies, Inc., 2003
5–6
Process Flowcharts for Making Hamburgers
• Speed of Delivery
–Product’s lead time—amount of time from when product is ordered to when it is shipped.
• Inventoried versus customized products
–Variability/Uncertainty in delivery time
© The McGraw-Hill Companies, Inc., 2003
5–3
Managerial Issues
• Recognizing that every set of activities represents a process to be managed.
• Acknowledging that processes are linked to other processes in other functional areas.
Exhibit 5.3
© The McGraw-Hill Companies, Inc., 2003
5–11
Types of Performance Measures (cont’d)
• Capacity
–Output of a process in a given period of time— units of output per unit of time.
• Choosing strategically critical performance measures by which to monitor processes so that corrective actions are taken when needed.
• Using benchmarking to identify ways in which to create or improve world-class design, production and delivery operations for products.