Chapter 5 products and service design
Chapter5(new)_1_综合服务与区分服务
3. 非弹性通信量面临的问题(Inelastic Traffic Problems) 在可变排队时延和拥塞丢失的网络环境中很难满足 前面提出的要求 提出了两个新的需求： 需要对要求较高的应用优先处理
应用需要有能力说明其需求 Байду номын сангаас先或在运行中说明 使用IP分组头部的某些字段实时进行 利用资源预留协议预先请求或被拒绝
① 通用类型服务： 保证型 可控负载型 尽力而为型 ② 特定流的服务
(3) 通信量规约是数据流和服务之间协定的一部分。
13
5.1 综合服务体系结构(Integrated Services Architecture,ISA)
(4) 令牌桶通信量规约 令牌桶用在ISA中有三个好处：
① 许多通信量的信源可由令牌桶系统精确定义。 ② 令牌桶方法可对一个流产生的负载提供简洁的描述，这使服 务易于确定资源的需求。 ③ 令牌桶方法可向监管功能提供输入参数。
14
5.1 综合服务体系结构(Integrated Services Architecture,ISA)
令牌桶的结构
标记注入漏桶的速率为每秒 r 个令牌
漏桶中最多 装入 b 个令牌 等待令牌 分组到达 拿走 令牌 准许分组进入网络
在任何时间间隔 t 内准许进入网络的分组数 = r t + b
15
5.1 综合服务体系结构(Integrated Services Architecture，ISA)
5.1 综合服务体系结构(Integrated Services Architecture,ISA)
IPv4头部中优先级和服务类型在路由选择和分组处 理时被忽略，仅是尽力而为服务，基于IP的互联网不能 很好地支持实时、多播和多媒体地应用 需要TCP/IP支持QoS
第五Design of Goods and Services运营管理笔记
PowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-1OperationsManagement Design of Goods and ServicesChapter 5PowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-2Outline♦GLOBAL COMPANY PROFILE: REGAL MARINE♦GOODS AND SERVICES SELECTION ♦Product Strategy Options Support CompetitiveAdvantage♦Product Life Cycles♦Life Cycle and Strategy♦Product-by-value Analysis♦GENERATING NEW PRODUCTS♦New Product Opportunities♦Importance of New Product sPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-3Outline -continued ♦PRODUCT DEVELOPMENT♦Product Development System♦Quality Function Deployment (QFD)♦Organizing for Product Development♦Manufacturability and Value Engineering ♦ISSUES FOR PRODUCT DESIGN ♦Robust Design♦Modular Design♦Computer-Aided Design (CAD)♦Computer-Aided Manufacturing♦Virtual Reality Technology♦Value Analysis♦Environmentally Friendly DesignPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-4Outline -continued♦Time-Based Competition♦Purchase of Technology by Acquiring Firm♦Joint Ventures♦Alliances♦Defining the Product♦Make-or-buy Decisions♦Group Technology♦DOCUMENTS FOR PRODUCTION♦SERVICE DESIGN♦Documents for Service♦Application of Decision Trees to Product Design♦Transition to ProductionPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-5Learning ObjectivesWhen you complete this chapter, you should be able to :Identify or Define:♦Product life cycle♦Product development team♦Manufacturabililty and value engineering♦Robust design♦Time-based competition♦Modular design♦Computer aided design♦Value analysis♦Group technology♦Configuration managementPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-6Learning Objectives -Continued When you complete this chapter, you should be ableto:Explain:♦Alliances♦Concurrent engineering♦Product-by-value analysis♦Product documentationPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-7Regal Marine ♦Global market♦3-dimensional CAD♦reduced product development time♦reduced problems with tooling♦reduced problems in production♦Assembly line♦JITPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-9♦Need-satisfying offering of an organization ♦Example♦P&G does not sell laundry detergent♦P&G sells the benefit of clean clothes♦Customers buy satisfaction, not parts♦May be a good or a serviceWhat is a Product?PowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-10Product Strategy Options♦Product differentiation♦Low cost♦Rapid responsePowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-11Generation of New ProductOpportunities♦Economic change♦Sociological and demographic change♦Technological change♦Political/legal change♦Changes in♦market practice♦professional standards♦suppliers and distributorsPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-14Product Life Cycle ♦Introduction♦Growth♦Maturity♦DeclinePowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-15Introduction♦Fine tuning♦research♦product development♦process modification and enhancement ♦supplier developmentPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-16Growth♦Product design begins to stabilize♦Effective forecasting of capacity becomes necessary♦Adding or enhancing capacity may be necessaryPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-17Maturity♦Competitors now established♦High volume, innovative production may be needed♦Improved cost control, reduction in options, paring down of product linePowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-18Decline♦Unless product makes a special contribution, must plan to terminate offeringPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-23Product-by-Value Analysis ♦Lists products in descending order of theirindividual dollar contribution to the firm.♦Helps management evaluate alternative strategies.PowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-25Quality Function Deployment ♦Identify customer wants♦Identify how the good/service will satisfy customer wants♦Relate customer wants to product hows♦Identify relationships between the firm’s hows ♦Develop importance ratings♦Evaluate competing productsPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074585-26QFD House of QuaoityPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-27House of Quality Sequence Indicates How to Deploy Resources to AchieveCustomer RequirementsPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-28Idea Generation Stage♦Provides basis for entry into market♦Sources of ideas♦Market need (60-80%); engineering & operations (20%);technology; competitors; inventions; employees♦Follows from marketing strategy♦Identifies, defines, & selects best market opportunitiesPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-32Quality Function Deployment♦Product design process usingcross-functional teams♦Marketing, engineering, manufacturing♦Translates customer preferences into specific product characteristics♦Involves creating 4 tabular ‘Matrices’or ‘Houses’♦Breakdown product design into increasing levels of detailPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-40Organizing for ProductDevelopment♦Historically –distinct departments♦Duties and responsibilities are defined♦Difficult to foster forward thinking♦Today –team approach♦Representatives from all disciplines or functions ♦Concurrent engineering –cross functional teamPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-41Manufacturability andValue Engineering ♦Benefits:♦reduced complexity of products♦additional standardization of products♦improved functional aspects of product♦improved job design and job safety♦improved maintainability of the product♦robust designPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-42Cost Reduction of a Bracket viaValue EngineeringPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-43Issues for Product Development ♦Robust design♦Time-based competition♦Modular design♦Computer-aided design♦Value analysis♦Environmentally friendly designPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-44Robust Design♦Product is designed so that small variations in production or assembly do not adversely affect the productPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-45Modular Design♦Products designed in easily segmented components.♦Adds flexibility to both production and marketingPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-46♦Designing products ata computer terminal orwork station♦Design engineerdevelops roughsketch of product♦Uses computer todraw product♦Often used with CAM©1995 Corel Corp.Computer Aided Design (CAD)PowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-47♦Shorter design time♦Database availability♦New capabilities♦Example: Focus more on product ideas♦Improved product quality♦Reduced production costsBenefits of CAD/CAMPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-48♦Design for Manufacturingand Assembly (DFMA)♦3-D Object Modeling♦CAD/CAM –CAD info istranslated into machinecontrol instructions (CAM)©1995 Corel Corp.Extensions of CADPowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-49Virtual Reality♦Computer technology used to develop an interactive, 3-D model of a product.♦Especially helpful in design of layouts (factory, store, home, office)PowerPoint presentation to accompany Heizer/Render -Principles of Operations Management, 5e, and Operations Management, 7e©2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 5-50Value Analysis♦Focuses on design improvement during production♦Seeks improvements leading either to a better product or a product which can be more economically produced.。
(完整)市场营销原理-亚洲版复习整理
Chapter 1 Marketing：Managing Profitable Customer Relationships Marketing:goal of marketing： attract new customers by promising superior value keep and grow current customers by delivering satisfaction definition (it involves satisfying customer needs)process:1. Understanding the marketplace and customer needsNeeds： physical needs (food， clothing， warmth, safety）social needs （belonging and affection)individual needs（knowledge, self—expression)Wants： wants are shaped by one's society and are described in terms of objects that will satisfy needs。
（Food—Big Mac, rice)Demands： given their wants and resources, people demand products with benefits that add up to the most value and satisfaction需要（已有）→欲望→需求(创造)Market offerings: 营销对象physical productsservices， activities or benefits offered for sale(not result in ownership)entities（persons， places， organizations， information， ideas)marketing myopia：营销近视the customer will have the same need but want the new productsolution： look beyond the attributes and existing customer wantsproduct benefits and experiences， and customer’s needsoffer superior customer value(create brand experiences)e。
Chapter 5 Production__ management
How can productivity be raised? Training can improve the knowledge and skills of
staff. Improved recruitment and selection may have the
Key benefits and disadvantages
Production and operations management
• Layout strategy • product layout • process (functional) layout • fixed-position layout
Enterprise resource planning
Transactional Backbone
E R Advanced
Applications
P
Management Portal/Dashboar d
Financials Distribution Human Resources Product lifecycle management Customer Relationship Management Supply chain management
Production and operations management
(4) Production process Mass production is the production of
large amounts of standardized products, including and especially on assembly lines.
Factors of production
工艺美术英语 unit5
Para. Three
• draw
• 1. to make a picture of something with a pencil or pen 绘画;
• I want to draw a picture of your house. • 2. to move in one direction [沿某个方向]移动
reasons, and products and commodities will have
to succeed on practical levels, too — function, price, ease of use — but these may not actually determine commercial success or failure. 功能 决定，确定
Para. Two
Para. Two
• narrow down
• to reduce the number of things 缩减;压缩;减小
• There are easy ways to narrow down your choice. • I cannot narrow down the rules for this game.
cars, professional-looking audio components,
high-tech adventure films and fashionable style magazines, he is extremely unlikely to select a chintzy look. very
Para. Two
• It follows that the consumer acceptance of a particular commodity— a chair, a table, a lamp or whatever— will to some extent be dependent upon
chapter_5__产品策略
床、浴室、 毛巾
产品整体概念包含5个层次
1. 核心产品(Core Benefit)
2. 形式产品/基础产品(Basic Product)
3. 期望产品 (Expected Product)——是顾客在购买产 品时期望的一整套属性和条件 4. 附加产品(Augmented Product)
Discussion
It can be argued that classifying consumer goods is a dynamic process.
经济与管理学院 李巍
Product Mix
• A product mix is the set of all product lines and items that a particular seller offers for sale.
经济与管理学院 李巍
Product Mix
优化产品组合(optimizing product mix)
a) 产品线销售额和利润分析——销售成长率、利润 率 b) 产品项目市场地位分析——市场占有率
经济与管理学院 李巍
优化产品组合策略
●1) 扩大产品组合 ●2) 缩减产品组合
●3) 产品线延伸策略
经济与管理学院 李巍
5.2 The Product Life Cycle
The Product Life Cycle The character of each PLC stage Marketing strategies at each PLC stage
经济与管理学院 李巍
一、产品的生命周期 PLC
经济与管理学院 李巍
Product Mix
《运营管理》课后习题标准答案
《运营管理》课后习题答案————————————————————————————————作者：————————————————————————————————日期：2Chapter 02 - Competitiveness, Strategy, and Productivity3. (1) (2) (3) (4) (5) (6) (7)Week Output WorkerCost@$12x40Overhead********MaterialCost@$6TotalCostMFP(2) ÷ (6)1 30,000 2,880 4,320 2,700 9,900 3.032 33,600 3,360 5,040 2,820 11,220 2.993 32,200 3,360 5,040 2,760 11,160 2.894 35,400 3,840 5,760 2,880 12,480 2.84*refer to solved problem #2Multifactor productivity dropped steadily from a high of 3.03 to about 2.84.4. a. Before: 80 ÷ 5 = 16 carts per worker per hour.After: 84 ÷ 4 = 21 carts per worker per hour.b. Before: ($10 x 5 = $50) + $40 = $90; hence 80 ÷ $90 = .89 carts/$1.After: ($10 x 4 = $40) + $50 = $90; hence 84 ÷ $90 = .93 carts/$1.c. Labor productivity increased by 31.25% ((21-16)/16).Multifactor productivity increased by 4.5% ((.93-.89)/.89).*Machine ProductivityBefore: 80 ÷ 40 = 2 carts/$1.After: 84 ÷ 50 = 1.68 carts/$1.Productivity increased by -16% ((1.68-2)/2)Chapter 03 - Product and Service Design6. Steps for Making Cash Withdrawal from an ATM1. Insert Card: Magnetic Strip Should be Facing Down2. Watch Screen for Instructions3. Select Transaction Options:1) Deposit2) Withdrawal3) Transfer4) Other4. Enter Information:1) PIN Number2) Select a Transaction and Account3) Enter Amount of Transaction5. Deposit/Withdrawal: 1) Deposit —place in an envelope (which you’ll find near or in the ATM) andinsert it into the deposit slot2) Withdrawal —lift the “Withdrawal Door,” being careful to remove all cash6. Remove card and receipt (which serves as the transaction record)8.TechnicalRequirements IngredientsHandlingPreparationCustomer RequirementsTaste √√ Appearance√ √√Texture/consistency√√Chapter 04 - Strategic Capacity Planning for Products and Services2. %80capacityEffective outputActual Efficiency ==Actual output = .8 (Effective capacity) Effective capacity = .5 (Design capacity) Actual output = (.5)(.8)(Effective capacity) Actual output = (.4)(Design capacity) Actual output = 8 jobs Utilization = .4capacityDesign outputActual =n Utilizatiojobs 204.8capacity Effective output Actual Capacity Design ===10. a. Given: 10 hrs. or 600 min. of operating time per day.250 days x 600 min. = 150,000 min. per year operating time.Total processing time by machineProductABC 1 48,000 64,000 32,000 2 48,000 48,000 36,000 3 30,000 36,000 24,000 460,000 60,000 30,000 Total 186,000208,000122,000machine181.000,150000,122machine 238.1000,150000,208machine224.1000,150000,186≈==≈==≈==C B A N N NYou would have to buy two “A” machines at a total cost of $80,000, or two “B” machines at a total cost of $60,000, or one “C” machine at $80,000.b.Total cost for each type of machine:A (2): 186,000 min ÷ 60 = 3,100 hrs. x $10 = $31,000 + $80,000 = $111,000B (2) : 208,000 ÷ 60 = 3,466.67 hrs. x $11 = $38,133 + $60,000 = $98,133 C(1): 122,000 ÷ 60 = 2,033.33 hrs. x $12 = $24,400 + $80,000 = $104,400Buy 2 Bs —these have the lowest total cost.Chapter 05 - Process Selection and Facility Layout3.3 adf752 b4 c4 e9 h5 i6 gDesired output = 4Operating time = 56 minutesunit per minutes 14hourper units 4hourper minutes 65output Desired time Operating CT ===Task # of Following tasksPositional WeightA 4 23B 3 20C 2 18D 3 25E 2 18F 4 29G 3 24H 1 14 I5a. First rule: most followers. Second rule: largest positional weight.Assembly Line Balancing Table (CT = 14)Work StationTask Task TimeTime RemainingFeasible tasksRemainingIF 5 9 A,D,G A 3 6 B,G G6 – – II D7 7 B, E B 2 5 C C4 1 – III E 4 10 H H9 1 – IV I59–b. First rule: Largest positional weight.Assembly Line Balancing Table (CT = 14)Work StationTask Task TimeTime RemainingFeasible tasks RemainingIF 5 9 A,D,G D7 2 – II G 6 8 A, E A 3 5 B,E B2 3 – III C 4 10 E E4 6 – IV H 95 I I5–c. %36.805645stations of no. x CT time Total Efficiency ===4. a. l.2. Minimum Ct = 1.3 minutesTask Following tasksa 4b 3c 3d 2e 3f 2g 1habd cfeghWork StationEligible Assign Time RemainingIdle TimeIa A 1.1 b,c,e, (tie)B 0.7C 0.4E 0.3 0.3 II d D 0.0 0.0 IIIf,g F 0.5G 0.2 0.2 IVh H 0.1 0.10.63. percent 54.11)3.1(46.CT x N time)(idle percent Idle ==∑=4. 420 min./day 323.1 ( 323)/1.3 min./OT Output rounds to copiers day CT cycle=== b. 1. inutes m 3.224.6N time Total CT ,6.4 time Total ==== 2. Assign a, b, c, d, and e to station 1: 2.3 minutes [no idle time]Assign f, g, and h to station 2: 2.3 minutes3. 420182.6 copiers /2.3OT Output day CT ===4.420 min./dayMaximum Ct is 4.6. Output 91.30 copiers /4.6 min./day cycle==7. 1 5 4 3 8 762Chapter 06 - Work Design and Measurement3. Element PR OT NT AF job ST1 .90.46.414 1.15 .4762 .85 1.505 1.280 1.15 1.4723 1.10.83.913 1.15 1.05041.00 1.16 1.160 1.15 1.334Total4.3328. A = 24 + 10 + 14 = 48 minutes per 4 hours.min 125.720.11x70.5ST .min 70.5)95(.6NT 20.24048A =-=====9. a. Element PR OT NT A ST1 1.10 1.19 1.309 1.15 1.5052 1.15 .83 .955 1.15 1.09831.05.56.588 1.15 .676b.01.A 00.2z 034.s 83.x ==== 222(.034)67.12~68.01(.83)zs n observations ax ⎛⎫⎛⎫===⎪ ⎪⎝⎭⎝⎭c. e = .01 minutes 47 to round ,24.4601.)034(.2e zs n 22=⎪⎭⎫⎝⎛=⎪⎭⎫ ⎝⎛=Chapter 07- Location Planning and Analysis1. Factor Local bank Steel mill Food warehouse Public school1. Convenience forcustomers H L M–H M–H2. Attractiveness ofbuilding H L M M–H3. Nearness to rawmaterials L H L M4. Large amounts ofpower L H L L5. Pollution controls L H L L6. Labor cost andavailability L M L L7. Transportationcosts L M–H M–H M8. Constructioncosts M H M M–HLocation (a) Location (b)4. Factor A B C Weight A B C1. Business Services 9 5 5 2/9 18/9 10/9 10/92. Community Services 7 6 7 1/9 7/9 6/9 7/93. Real Estate Cost 3 8 7 1/9 3/9 8/9 7/94. Construction Costs 5 6 5 2/9 10/9 12/9 10/95. Cost of Living 4 7 8 1/9 4/9 7/9 8/96. Taxes 5 5 5 1/9 5/9 5/9 4/97. Transportation 6 7 8 1/9 6/9 7/9 8/9Total 39 44 45 1.0 53/9 55/9 54/9 Each factor has a weight of 1/7.a. Composite Scores 39 44 45 7 7 7B orC is the best and A is least desirable.b. Business Services and Construction Costs both have a weight of 2/9; the other factors eachhave a weight of 1/9.5 x + 2 x + 2 x = 1 x = 1/9c. Composite ScoresA B C 53/9 55/9 54/9B is the best followed byC and then A.5.Locationx yA 3 7B 8 2C 4 6D 4 1E 6 4Totals 25 20-x =∑x i= 25 = 5.0 -y =∑y i= 20 = 4.0 n 5 n 5Hence, the center of gravity is at (5,4) and therefore the optimal location.Chapter 08 - Management of Quality1. ChecksheetWork Type FrequencyLube and Oil 12Brakes 7Tires 6Battery 4Transmission 1Total 30Pareto127641 Lube & Oil Brakes Tires Battery Trans.2 .The run charts seems to show a pattern of errors possibly linked to break times or the end of the shift. Perhaps workers are becoming fatigued. If so, perhaps two 10 minute breaks in the morning and again in the afternoon instead of one 20 minute break could reduce some errors. Also, errors are occurring during the last few minutes before noon and the end of the shift, and those periods should also be given management’s attention.4Power Per LamMissDidn’Not OutletDefectBurn LoosLampOtheCordbreak lunch3 2•• •• •• • ••• • ••• •••• ••• •• • •• • •••Chapter 9 - Quality Control4. Sample Mean Range179.48 2.6 Mean Chart: =X ± A 2-R = 79.96 ± 0.58(1.87) 2 80.14 2.3 = 79.96 ± 1.083 80.14 1.2UCL = 81.04, LCL = 78.884 79.60 1.7 Range Chart: UCL = D 4-R = 2.11(1.87) = 3.95 5 80.02 2.0LCL = D 3-R = 0(1.87) = 0680.381.4[Both charts suggest the process is in control: Neither has any points outside the limits.]6. n = 200 Control Limits = np p p )1(2-±Thus, UCL is .0234 and LCL becomes 0.Since n = 200, the fraction represented by each data point is half the amount shown. E.g., 1 defective = .005, 2 defectives = .01, etc.Sample 10 is too large.7. 857.714110c ==Control limits: 409.8857.7c 3c ±=± UCL is 16.266, LCL becomes 0.All values are within the limits.14. Let USL = Upper Specification Limit, LSL = Lower Specification Limit,X = Process mean, σ = Process standard deviationFor process H:}{capablenot ,0.193.93.04.1 ,938.min 04.1)32)(.3(1516393.)32)(.3(1.14153<===-=σ-=-=σ-pk C X USL LSL X 0096.)200(1325==p 0138.0096.200)9904(.0096.20096.±=±=For process K:.1}17.1,0.1min{17.1)1)(3(335.3630.1)1)(3(30333===-=σ-=-=σ- C X USL LSL X pk Assuming the minimum acceptable pk C is 1.33, since 1.0 < 1.33, the process is not capable.For process T:33.1}33.1,67.1min{33.1)4.0)(3(5.181.20367.1)4.0)(3(5.165.183===-=σ-=-=σ- C X USL LSL X pk Since 1.33 = 1.33, the process is capable.Chapter 10 - Aggregate Planning and Master Scheduling7. a.No backlogs are allowedPeriod Mar. Apr. May Jun. July Aug. Sep. TotalForecast 50 44 55 60 50 40 51 350 Output Regular 40 40 40 40 40 40 40 280 Overtime 8 8 8 8 8 3 8 51 Subcontract 2 0 3 12 2 0 0 19 Output - Forecast 0 4 –4 0 0 3 –3 Inventory Beginning 0 0 4 0 0 0 3 Ending 0 4 0 0 0 3 0 Average 0 2 2 0 0 1.5 1.5 7 Backlog 0 0 0 0 0 0 0 0 Costs: Regular 3,200 3,200 3,200 3,200 3,200 3,200 3,200 22,400 Overtime 960 960 960 960 960 360 960 6,120 Subcontract 280 0 420 1,680280 0 0 2,660 Inventory 0 20 20 0 0 15 15 70 Total4,4404,1804,6005,8404,4403,575 4,17531,250b. Level strategyPeriod Mar. Apr. May Jun. July Aug. Sep. Total Forecast 50 44 55 60 50 40 51 350 OutputRegular 40 40 40 40 40 40 40 280 Overtime 8 8 8 8 8 8 8 56 Subcontract 2 2 2 2 2 2 2 14 Output - Forecast 0 6 –5 –10 0 10 –1InventoryBeginning 0 0 6 1 0 0 1Ending 0 6 1 0 0 1 0Average 0 3 3.5 .5 0 .5 .5 8 Backlog 0 0 0 9 9 0 0 18 Costs:Regular 3,200 3,200 3,200 3,200 3,200 3,200 3,200 22,400 Overtime 960 960 960 960 960 960 960 6,720 Subcontract 280 280 280 280 280 280 280 1,960 Inventory 30 35 5 0 5 5 80 Backlog 180 180 360 Total 4,440 4,470 4,475 4,625 4,620 4,445 4,445 31,520 8.Period 1 2 3 4 5 6 TotalForecast 160 150 160 180 170 140 960OutputRegular 150 150 150 150 160 160 920Overtime 10 10 0 10 10 10 50Subcontract 0 0 10 10 0 0 20Output- Forecast 0 10 0 –10 0 0InventoryBeginning 0 0 10 10 0 0Ending 0 10 10 0 0 0Average 0 5 10 5 0 0 20Backlog 0 0 0 0 0 0 0Costs:Regular 7,500 7,500 7,500 7,500 8,000 8,000 46,000Overtime 750 750 0 750 750 750 3,750Subcontract 0 0 800 800 0 0 1,600Inventory 20 40 20 80Backlog 0 0 0 0 0 0Total 8,250 8,270 8,340 9,070 9,050 8,750 51,430Chapter 11 - MRP and ERP1. a. F: 2 G: 1 H: 1J: 2 x 2 = 4 L: 1 x 2 = 2 A: 1 x 4 = 4D: 2 x 4 = 8 J: 1 x 2 = 2 D: 1 x 2 = 2Totals: F = 2; G = 1; H = 1; J = 6; D = 10; L = 2; A = 4b.4. Master Schedule Day Beg. Inv. 1 2 3 4 5 6 7 Quantity100 150 200 TableBeg. Inv. 1 2 3 4 5 6 7 Gross requirements 100 150 200 Scheduled receipts Projected on hand Net requirements 100 150 200 Planned-order receipts 100 150 200 Planned-order releases 100 150 200Wood Sections Beg. Inv. 1 2 3 4 5 6 7 Gross requirements 200300 400 Scheduled receipts 100 Projected on hand 100100 Net requirements 100 300 400 Planned-order receipts 100 300 400 Planned-order releases400 400Braces Beg. Inv. 1 2 3 4 5 6 7 Gross requirements 300 450 600 Scheduled receipts Projected on hand 60 60 60 60 Net requirements 240 450 600 Planned-order receipts 240 450 600Planned-order releases 240 450 600StaplerTopBaseCoveSpri SlideBase Strik RubberSlidSpriLegs Beg.Inv.1 2 3 4 5 6 7Gross requirements 400 600 800Scheduled receiptsProjected on hand 120 120 120 120 88 88 71 Net requirements 280 600 800Planned-order receipts 308 660 880Planned-order releases 968 88010. Week 1 2 3 4Material 40 80 60 70Week 1 2 3 4Labor hr. 160 320 240 280Mach. hr. 120 240 180 210a. Capacity utilizationWeek 1 2 3 4Labor 53.3% 106.7% 80% 93.3%Machine 60% 120% 90% 105%b. C apacity utilization exceeds 100% for both labor and machine in week 2, and formachine alone in week 4.Production could be shifted to earlier or later weeks in which capacity isunderutilized. Shifting to an earlier week would result in added carrying costs;shifting to later weeks would mean backorder costs.Another option would be to work overtime. Labor cost would increase due toovertime premium, a probable decrease in productivity, and possible increase inaccidents.Chapter 12 - Inventory Management2. The following table contains figures on the monthly volume and unit costs for a random sample of 16 items for a list of 2,000 inventory items. DollarItemUnit Cost UsageUsageCategoryK34 10 200 2,000 C K35 25 600 15,000 A K36 36 150 5,400 B M10 16 25 400 C M20 20 80 1,600 C Z45 80 250 16,000 A F14 20 300 6,000 B F95 30 800 24,000 A F99 20 60 1,200 C D45 10 550 5,500 B D48 12 90 1,080 C D52 15 110 1,650 C D57 40 120 4,800 B N08 30 40 1,200 C P05 16 500 8,000 BP091030300Ca. See table.b. To allocate control efforts.c. It might be important for some reason other than dollar usage, such as cost of astockout, usage highly correlated to an A item, etc.3. D = 1,215 bags/yr. S = $10 H = $75a. bags HDS Q 187510)215,1(22===b. Q/2 = 18/2 = 9 bagsc.orders ordersbags bags Q D 5.67/ 18 215,1== d . S QD H 2/Q TC +=350,1$675675)10(18215,1)75(218=+=+=e. Assuming that holding cost per bag increases by $9/bag/yearQ ==84)10)(215,1(217 bags71.428,1$71.714714)10(17215,1)84(217=+=+=TCIncrease by [$1,428.71 – $1,350] = $78.714.D = 40/day x 260 days/yr. = 10,400 packagesS = $60 H = $30a. oxes b 20496.2033060)400,10(2H DS 2Q 0====b. S QD H 2Q TC +=82.118,6$82.058,3060,3)60(204400,10)30(2204=+=+=c. Yesd. )60(200400,10)30(2200TC 200+=TC 200 = 3,000 + 3,120 = $6,1206,120 – 6,118.82 (only $1.18 higher than with EOQ, so 200 is acceptable.)7.H = $2/month S = $55D 1 = 100/month (months 1–6)D 2 = 150/month (months 7–12)a. 16.74255)100(2Q :D H DS2Q 010===83.90255)150(2Q :D 02==b. The EOQ model requires this.c. Discount of $10/order is equivalent to S – 10 = $45 (revised ordering cost)1–6 TC74 = $148.32180$)45(150100)2(2150TC 145$)45(100100)2(2100TC *140$)45(50100)2(250TC 15010050=+==+==+=7–12 TC 91 =$181.66195$)45(150150)2(2150TC *5.167$)45(100150)2(2100TC 185$)45(50150)2(250TC 15010050=+==+==+=10. p = 50/ton/day u = 20 tons/day200 days/yr. S = $100 H = $5/ton per yr.a. bags] [10,328 tons 40.5162050505100)000,4(2u p p H DS 2Q 0=-=-=b. ]bags 8.196,6 .approx [ tons 84.309)30(504.516)u p (P Q I max ==-=Average is92.154248.309:2I max =tons [approx. 3,098 bags] c. Run length =days 33.10504.516P Q == d. Runs per year = 8] approx .[ 7.754.516000,4QD == e. Q ' = 258.2TC =S QD H 2I max + TC orig. = $1,549.00 TC rev. = $ 774.50Savings would be $774.50D= 20 tons/day x 20015. RangeP H Q D = 4,900 seats/yr. 0–999 $5.00 $2.00 495 H = .4P 1,000–3,999 4.95 1.98 497 NF S = $50 4,000–5,999 4.90 1.96 500 NF 6,000+4.851.94503 NFCompare TC 495 with TC for all lower price breaks:TC 495 =495 ($2) + 4,900($50) + $5.00(4,900) = $25,490 2 495 TC 1,000 = 1,000 ($1.98) + 4,900($50) + $4.95(4,900) = $25,4902 1,000 TC 4,000 = 4,000 ($1.96) + 4,900($50) + $4.90(4,900) = $27,9912 4,000 TC 6,000 = 6,000 ($1.94) + 4,900($50) + $4.85(4,900) = $29,6262 6,000Hence, one would be indifferent between 495 or 1,000 units 22. d = 30 gal./day ROP = 170 gal. LT = 4 days,ss = Z σd LT = 50 galRisk = 9% Z = 1.34 Solving, σd LT = 37.31 3% Z = 1.88, ss=1.88 x 37.31 = 70.14 gal.Chapter 13 - JIT and Lean Operations1. N = ?N = DT(1 + X)D = 80 pieces per hourC T = 75 min. = 1.25 hr. = 80(1.25) (1.35)= 3C = 45 45X = .35• •• •495 497 500 5031,0004,000 6,000QuantityTC4. The smallest daily quantity evenly divisible into all four quantities is 3. Therefore, usethree cycles.Product Daily quantity Units per cycleA 21 21/3 = 7B 12 12/3 = 4C 3 3/3 = 1D 15 15/3 = 55.a. Cycle 1 2 3 4A 6 6 5 5B 3 3 3 3C 1 1 1 1D 4 4 5 5E 2 2 2 2 b. Cycle 1 2A 11 11B 6 6C 2 2D 8 8E 4 4c. 4 cycles = lower inventory, more flexibility2 cycles = fewer changeovers7. Net available time = 480 – 75 = 405. Takt time = 405/300 units per day = 1.35 minutes. Chapter 15 - Scheduling6. a. FCFS: A–B–C–DSPT: D–C–B–AEDD: C–B–D–ACR: A–C–D–BFCFS: Job time Flow time Due date DaysJob (days) (days) (days) tardyA 14 14 20 0B 10 24 16 8C 7 31 15 16D 6 37 17 2037 106 44SPT: Job time Flow time Due date Days Job (days) (days) (days) tardyD 6 6 17 0C 7 13 15 0B 10 23 16 7A 14 37 20 1737 79 24EDD: Job time Flow time Due date DaysJob (days) (days) (days) tardyC 7 7 15 0B 10 17 16 1D 6 23 17 6A 14 37 20 1784 24Critical RatioJob Processing Time(Days) Due Date Critical Ratio CalculationA 14 20 (20 – 0) / 14 = 1.43B 10 16 (16 – 0) /10 = 1.60C 7 15 (15 – 0) / 7 = 2.14D 6 17 (17 – 0) / 6 = 2.83Job A has the lowest critical ratio, therefore it is scheduled first and completed on day 14. After the completion of Job A, the revised critical ratios are:Job Processing Time(Days) Due Date Critical Ratio CalculationA –––B 10 16 (16 – 14) /10 = 0.20C 7 15 (15 – 14) / 7 = 0.14D 6 17 (17 – 14) / 6 = 0.50Job C has the lowest critical ratio, therefore it is scheduled next and completed on day 21. After the completion of Job C, the revised critical ratios are:Job Processing Time(Days) Due Date Critical Ratio CalculationA –––B 10 16 (16 – 21) /10 = –0.50C –––D 6 17 (17 – 21) / 6 = –0.67Job D has the lowest critical ratio therefore it is scheduled next and completed on day 27. The critical ratio sequence is A –C –D –B and the makespan is 37 days. Critical Ratio sequenceProcessing Time(Days)Flow time Due Date TardinessA 14 14 20 0 C 7 21 15 6 D 6 27 17 10 B1037 16 21 ∑9937b.ardi Flow time Average flow time Number of jobsDays tardy Average job t ness Number of jobs Flow timeAverage number of jobs at the center Makespan==∑=FCFS SPT EDD CR26.50 19.75 21.00 24.75 11.0 6.00 6.00 9.25 2.86 2.142.272.67c. SPT is superior.9.Time (hr.) Sequence of assignment:Order Step 1 Step 2A 1.20 1.40 .80 [C] last (or 7th)B 0.90 1.30 .90 [B] firstC 2.00 0.80 1.20 [A] 2ndD 1.70 1.50 1.30 [G] 3rdE 1.60 1.80 1.60 [E] 4thF 2.20 1.75 1.50 [D] 6th G1.301.401.75[F]5thThus, the sequence is b-a-g-e-f-d-c.。
产品推销 英文版
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What
Wants are the form taken by human needs and are shaped by culture and individual personality.
As a society evolves, the wants of its members expand.
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Unsought products
Consumer goods and services that the consumer either does not know about or know about but does not normally think of buying.
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The level of products cont.
Augmented product means additional consumer services and benefits built around the core and actual products.
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Consumer product
Consumer products are products brought by final consumers for personal consumption.
Base on how consumers go about buying them, it include: convenience, shopping, specialty and unsought products
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工作分析和工作计划英文
Potential Problems with Job Analysis
Table 5.2
Contents of a Job Description
A job description should be a formal, written document, usually from one to three pages long. It should include the following:
solving.
processing activities are involved Coding/decoding.
in performing the job?
What physical activities does the Use of keyboard devices. employee perform, and what tools Assembling/disassembling. or devices are used?
Physical activities
Relationships with other people Job context Other job characteristics
Description
Examples
Where and how does the
Use of written materials.
employee get the information used Near-visual differentiation.
in performing the job?
What reasoning, decision-making, Level of reasoning in problem
物流学 墨菲Chapter 5 笔记
A supply chain can be liberally viewed as a combination of processes, functions, activities,relationships, and pathways along which products,services, information, and financial transactions move in and betweenenterprises from original producer to ultimate end-user or consumerThe definition of supply chainSome are complex Some are not complexAlthough any organization can be part of a supply chain, supply chain management requires overt management efforts by the organizations in the supply chain. Moreover ,supply chain management cannot successful unless the participating companies adopt an enterprise-to-enterprise perspective as well as to apply the systems approach across all organizations in the supply chain.Discuss the SCOR and GSCF models of supply chain management.Two supply chain management process frameworksThe SCOR model identifies five key processes—plan, source, make, deliver, and return—associated with supply chain management. Each of the five processes indicates the important role of logistics in supply chain management . There are eight relevant processes in the GSCF model—customer relationship management, customer service management, demand management, order fulfillment, manufacturing flow management, supplier relationship management, product developmentmanagement, and returns management. Logistics also plays an important role in the supply chain processes in the GSCF model.Enables of SCM implementationChapter 52018 12 8 10:20flow management, supplier relationship management, product developmentmanagement, and returns management. Logistics also plays an important role in the supply chain processes in the GSCF model.Enables of SCM implementationCustomer power Relationship structure Leveraging technologySupply chain facilitators Customer needs and wants can change relatively quickly therefore supply chains are increasingly required to be fast and agile 2 kinds of supply chains Companies should consider employing a long-term orientation with key supply chain members: suppliers, customers, intermediaries, facilitatorsTechnological advancements in computing and the internet affect the supply chain effectiveness and efficiency Third-Party Logistics (3PL), also known as logistics outsourcing or contract logisticsBarriers to Supply Chain Management Regulatory and political considerationsLack of top management commitmentReluctance to share, or use, relevant dataIncompatible information systemsIncompatible corporate culturesGlobalization。
会展英语Chapter 5
Warm-up
Dialogues
Writing
Reading
Section II. Situational Dialogues
Introduce a New Improved Mobile Phone Meeting a Regular Customer at a Stand At the Tea Stand Overcoming a Problem ---Catalogues Have Run out.
Receiving Customers
Chapter 5
Warm-up Situational Dialogues Practical Writing
Extensive Reading
Section I. Warm-up
Listen to the tape and judge whether the following statements are true or false. Write T or F in the brackets accordingly. 1. ( T ) Always wear a smile on your face or look pleasant. 2. ( F ) Stand in the center of the exhibit, hold a small piece of paper in your hands and stare at customers, saying “Welcome to our stand and enjoy our exhibit.”
Warm-up
Dialogues
Writing
Reading
3.( T ) Show your respect to customers and be interested in customers’ views and questions. 4. (T ) Dress professionally and be confident. 5. ( F ) Put more tables in the showroom and show more products to your customers. A small space will make your customers feel your stand is full and abundant. 6. ( F ) Stand in the stand with your arms folded.
Operation management 习题
QMTD3600 MC #1 (2 points/question) Chap. 1, 2, 4, 5, 6 D ue: One week prior to test 1 Chapter 11. Which of the following is not related to the historical evolution of operations management?A) The industrial revolutionB) Agricultural evolutionC) Scientific managementD) The human relations movementE) Development of management science techniques2. Product design and process selection are examples of:A) financial decisions D) system operation decisionsB) tactical decisions E) forecasting decisionsC) systems design decisions3. Which of the following is not true about systems approach?A) A systems viewpoint is almost always beneficial in decision making.B) A systems approach emphasizes interrelationships among subsystems.C) A systems approach concentrates on efficiency within subsystems.D) A systems approach is essential whenever something is being redesigned or improved.E) All of the above are true.4. Production systems with customized outputs typically:A) have relatively high volumes of output D) have relatively fast work movementB) have relatively low unit costs E) use relatively highly skilled workersC) have relatively high mechanization5. Budgeting, analysis of investment proposals, and provision of funds are activities associated with the:A) operation function D) finance functionB) marketing function E) industrial engineering functionC) purchasing function6. The marketing function's main concern is with:A) producing goods or providing servicesB) selling the organization's products or servicesC) procuring materials, supplies, and equipmentD) building and maintaining a positive imageE) securing monetary resources7. Which of the following is not a benefit of using models in decision making?A) They provide a standardized format for analyzing a problem.B) They serve as a consistent tool for evaluation.C) They are easy to use and less expensive than dealing with the actual situation.D) All of the above are benefits.E) None of the above is a benefit.8. Which of the following is not an emphasis in a lean production system?A) price D) continual improvementB) high quality E) customer satisfactionC) worker involvement9. Which of the following is not properly matched?A) Mathematical model for inventory management - Douglas McGregor.B) Division of labor - Adam SmithC) Scientific Management - F. W. TaylorD) Motion study - Frank and Lillian GilbrethE) Moving assembly line - Henry Ford10. Which of the following is not a general approach to decision-making?A) establishing priorities D) quantitative methodsB) an emphasis on subjectivity E) a systems approachC) analysis of tradeoffs11. The process of comparing outputs to previously established standards to determine if corrective action is needed is called:A) planning B) directing C) controlling D) budgeting E) leading12. Which of the following is not a type of operations?A) goods production D) communicationB) storage/transportation E) none of the aboveC) entertainmentChapter 213. Which of the following is not a key factor of competitiveness?A) price D) after-sale serviceB) product differentiation E) none of the aboveC) flexibility14. A key internal factor which should be taken into account by a corporate strategy is:A) human resources D) suppliersB) facilities E) all of the aboveC) customers15. Which of the following is not a key external factor which should be taken into account by a corporate strategy?A) economic conditions D) financial resourcesB) political conditions E) competitionC) legal environments16. Distinctive competencies in organizations generally relate to:A) price (cost) B) quality C) time D) flexibility E) all of the above17. The external elements of SWOT analysis are:A) strengths and weaknesses D) weaknesses and opportunitiesB) strengths and threats E) strengths and opportunitiesC) opportunities and threats18. Productivity is expressed as:A) output plus input D) output divided by inputB) output minus input E) input divided by outputC) output times input19. The fundamental purpose for the existence of any organization is described by its:A) policies B) procedures C) strategy D) mission E) bylaws20. Which of the following is not considered to be a cause of poor U.S. global competitiveness?A) the tendency to view labor as a cost factor to be minimizedB) decision-making based on short-term horizonsC) weaknesses in technological practiceD) all of the aboveE) none of the above21. Which of the following is true?A) Corporate strategy is shaped by functional strategies.B) Corporate mission is shaped by corporate strategy.Ss03mc1C) Functional strategies are shaped by corporate strategy.D) External conditions are shaped by corporate mission.E) Corporate mission is shaped by functional strategies.22. Which of the following is not a factor that affects productivity?A) computer viruses D) standardizing processB) design of the workspace E) cellular phonesC) use of Internet23. Which of the following is not a key way in which business organizations compete with one-another?A) production cost D) flexibilityB) quality E) time to perform certain activitiesC) product duplication24. Decisions which are lowest level and narrow in scope are called:A) strategic decisions D) forecasting decisionsB) tactical decisions E) design decisionsC) operational decisionsChapter 525. One way to increase reliability is toA) eliminate backup componentB) improve preventive maintenance proceduresC) increase mean repair timeD) increase the number of independent componentsE) none of the above26. The stage in a product or service life cycle where some firms adopt a defensive research posture is:A) incubation B) growth C) maturity D) saturation E) decline27. One possible disadvantage of modular design is that:A) replacement and repair is more difficultB) failure diagnosis is more complexC) number of configurations of modules decreasesD) individual parts lose their identitiesE) inventory problems arise28. Which of the following is not a reason for redesigning a product or service?A) to reduce labor or material costB) to increase the level of employee satisfactionC) to increase the level of customer satisfactionD) to attract and increase customer demandE) to increase quality29. The advantages of standardization include which of the following?I Early freezing of designsII Fewer parts to deal with in inventoryIII Reduced training cost and timeIV Purchasing is more routineA) I, II B) I, IV C) I, II, III D) II, III, IV E) I, II, III, IV30. Which of the following is a measure of effectiveness of product/service design?A) development time and cost D) all are the measureB) product/service cost E) none is the measureC) product/service quality31. Which of the following is not true about re-manufacturing?A) Re-manufactured products can be sold at lower cost.B) The process requires mostly unskilled and semiskilled workers.C) There is less depletion of natural resources.D) It produces high quality products easily.E) Re-manufacturing is mainly carried out by small and mid-sized companies.32. In the area of product and service design the acronym CAD refers to:A) conceptually appropriate design D) competitive advantage designB) computer aided design E) completely automated designC) commercial applications design33. Service design generally differs from product design in which of the following ways?A) Service design tends to focus on tangible factors.B) There is less latitude in detecting and correcting errors prior to delivery.C) There is a lesser requirement to be aware of competitors' offerings.D) There is less visibility to customers.E) none of the above34. The term that pertains to incorporating customer ideas in product design is:A) TQM B) CAD C) QFD D) robust design E) reverse engineering35. The process of dismantling and inspecting a competitor's new or revised product for the purpose of gleaning design ideasis called:A) design by imitation D) benchmarkingB) product analysis E) none of the aboveC) reverse engineering36. The term "House of Quality" is associated with:A) service blueprinting D) robust designB) quality function deployment E) the Taguchi approachC) concurrent engineeringChapter 537. Which of the following is not a criterion for developing capacity alternatives?A) design rigidity into systemsB) take a big-picture approach to capacity changesC) prepare to deal with capacity in "chunks"D) attempt to smooth out capacity requirementsE) identify the optimal operating level38. A reason for the importance of capacity decisions is that capacity:A) limits the rate of output possibleB) affects operating costsC) is a major determinant of initial costsD) is a long-term commitment of resourcesE) all of the above39. Production units have an optimal rate of output where:A) total costs are minimum D) rate of output is maximumB) unit costs are minimum E) total revenue is maximumC) marginal costs are minimum40. When the output is less than the optimal rate of output, the unit cost will be:A) lowerB) the sameC) higherD) could be either higher or lowerE) could be either higher, lower or the same41. Which of the following are assumptions of the break-even model?I Only one product is involved.II Everything that is produced can be sold.III The revenue per unit will be the same regardless of volume.A) I only B) I and II only C) II only D) II and III only E) I, II and III42. Utilization is defined as the ratio of:A) actual output to effective capacity D) effective capacity to actual outputB) actual output to design capacity E) design capacity to actual outputC) design capacity to effective capacity43. Which of the following is a factor that affects service capacity planning?A) the need to be near customers D) none of the aboveB) the inability to store services E) all of the aboveC) the degree of volatility of demand44. Which of the following is the case where capacity is measured in terms of inputs?A) hospital B) theater C) restaurant D) all of the above E) none of the above45. The method for evaluating capacity alternatives which compares revenue and cost functions is:A) payback analysis D) internal rate of return analysisB) net present value analysis E) payoff matrix analysisC) cost-volume analysis46. Which of the following is not an assumption of the break-even model?A) One product is involved.B) Everything that is produced can be sold.C) Total variable cost is the same regardless of volume.D) Fixed costs do not change with volume changes.E) Revenue per unit is the same regardless of volume.47. Which of the following is not a determinant of effective capacity?A) facilities D) human factorsB) product mix E) external factorsC) actual output48. Capacity planning decisions have both long-term and short-term considerations. Which of the following statements aretrue?I. Long-term considerations relate to the overall level of capacity.II. Short-term considerations relate to the probable variations in capacity requirements.III. Short-term considerations determine the “effective capacity.”A) Only one of the three statements is true.B) I and IIC) II and IIID) I and IIIE) All three statements are correct.Chapter 649. The type of layout which is used to achieve a smooth and rapid flow of large volumes of output is:A) process B) product C) fixed-position D) batch E) unitSs03mc150. A common reason for the redesign of the layout of an existing facility is:A) inefficient operations D) morale problemsB) safety hazards E) all of the aboveC) a new product51. Which of the following most closely describes how parts are arranged into part families in group technology?A) basically by design characteristicsB) basically by processing characteristicsC) both by design and processing characteristicsD) by operating characteristicsE) both by design and operating characteristics52. Heuristic rules are used primarily in which of these types of layouts?I ProductII ProcessIII Fixed-positionA) I B) II C) I and III D) I and II E) II and III53. An operations strategy for process selection should recognize that:A) process selection seldom requires technical expertiseB) engineering "white elephants" are uncommonC) there is little need to manage technologyD) flexibility is not always the best choiceE) managers need not have technical skills54. The minimum possible cycle time in a product layout is determined by the:A) longest task time D) total task timeB) shortest task time E) none of the aboveC) average task time55. Which one of the following is not common to product layouts?A) a high rate of output D) ability to adjust to changes in demandB) specialization of labor E) all are commonC) low unit costs56. The type of layout which features departments or other functional groupings in which similar activities are performed is:A) process B) product C) fixed-position D) mass E) unit57. Which one of the following is not considered an important factor in service layout design?A) cost minimization and product flow D) all are importantB) frequency of order E) all are not importantC) customer attitude and image58. Which type of processing system tends to produce the most product variety?A) Assembly B) Job-Shop C) Batch D) Continuous E) Project59. In a product layout, the process of deciding how to assign tasks to work stations is referred to as:A) process balancing D) work allocationB) task allocation E) station balancingC) line balancing60. Which of the following is not a benefit of cellular manufacturing?A) faster throughput time D) reduced setup timeB) less material handling E) none of the aboveC) more work-in-process inventory。
CFDA13485 对照表
6.2.1 Resoure Management - General 资源管理总则 6.2.2 Competence, awareness, and training 能力, 意识和培训 6.2.1 Resoure Management - General 资源管理总则 6.2.2 Competence, awareness, and training 能力, 意识和培训
6.3 Infrastructure 基础设施
Equipment allocation
7.5.2 Validation of Processes for Production and Service Provision 生产和服务提供过程的确认 7.5.3.3 Identification Status 状态标识 6.3 Infrastructure 基础设施
7.3.2 Design and Development Inputs 设计开发输入
7.3.3 Design and Development Outputs 设计开发输出 7.3.1 Design and Development Planning 设计开发策划 7.3.4 Design and Development Review 设计开发评审
Article 45 第四十五条
Article 46 第四十六条
Article 47 第四十七条
Article 48 第四十八条
Article 49 第四十九条
ISO13485:2003 Clause ISO13485:2003 条款
Key Point 要点
4.2.4 Control of Records 记录控制
facility qualification
productdesign
– Reducing time to introduce/produce new product or service
– PhD degree in 6 months
– The organization’s capabilities to produce or deliver the right item on time
• Political, liability, or legal
• Safety issues, new regulations, government changes
– SUVs easily topple over and manufacturers are sued
• Competitive
• New products and services in the market, promotions
DELIVERY
Deliver customized services as well as standardized products and services Market customized services with standardized products or services Continue producing standardized products or services Continue developing standardized products or services
• Technological
• Components, production processes
5
Objectives of Product and Service Design
电子商务中英对照E-commerceChapter5
Direct vs. Indirect materials purchasing
Products that companies buy on a recurring basis are called maintenance, repair, and operating (MRO) supplies. 很多企业经常性地采购的那些间接物料称为 MRO产品（办公用品集中采购）
• Purchasing activities include:采购活动包括： –Identifying vendors 寻找卖主/供应商 –Evaluating vendors 评估卖主/供应商 –Selecting specific products 选择特定产品 –Placing orders 发送订单 –Resolving any issues that arise after receiving the ordered goods and services –解决收货后出现的问题
Offshoring 离岸外包： The outsourcing is done by organization in other counties 扩展到海外的外包。 主要有外包、创建全资子 公司或与当地企业创办合资公司。
15
Purchasing, Logistics, and Support Activities
An emerging characteristic of purchasing, logistics, and support activities is that they need to be flexible. 采购—物流—支持活动的一个新特征就是要求这些 活动具备灵活性。
13
Purchasing, Logistics, and Support Activities
chapter5物流英语详解
Protection and Preservation
Packaging can also provide supplementary product protection.
This may be achieved by forms of cushioning such as shredded papers, foamed plastic or wrappings
marking To get familiar with package materials
Text 9: Introduction of Packaging
Key Terms
packaging
包装
sales packaging
销售包装
grouped packaging 成组包装
transport packaging 运输包装
Topic for Discussion:
1. What are the main functions of packaging? 2. Name three products that you consider to
be packaged well. Explain your answer with drawings and notes. Also name three products that you consider to be packaged badly. Explain your answer with drawings and notes.
Communication
Packaging protects the interests of consumers. The information contained on the package tells the consumer what the product is and how to use it.
CH3产品与服务设计PPT课件
Product and Service Design
OBJECTIVES
• Product Design
1. Typical Phases of Product Design Process 2. Concurrent Engineering 3. Principles for Product Design 4. Global Product Design Strategies
• Time savings of CE programs are created by performing activities in parallel
Case of CE Application :
NPD of New Missile in Lockheed
• 背景分析 • 组织综合的产品开发团队（IPT） • 改进产品开发流程 • 实现信息集成与共享 • 利用产品数据管理系统辅助并行设计 • 为群组工作提供网络通讯环境 • 支持异地的电子评审 • 并行工程技术在LMSC新型号导弹开发中的应用
• 设计评审
在传统的开发过程中，一套工程图样被贴在一
块公告板上，让有关工程师进行检查并在上面做修 改标记。在２～３周的时间内，设计者将这些更改 汇总，对初始设计进行修改，然后再次进行上述过 程，直到图样最终没有被更动，说明该设计是可以 接受的。这样的设计检查时间一般需要两周时间
LMSC开发了支持Thaad项目的管理信息系统 TIMS，该系统能支持在线检查，可以将图样以一定 方式分发给人们。检查人员在需要的时候可以在各 自的络端上查询和检查设计文件。这样就大大缩短 了设计评审与检查的时间（一般情况下仅需３个小 时），并且提高了检查和设计的质量。Thaad项目中 以这种方式进行了4000多次设计检查。
艾德莱斯设计英语作文
艾德莱斯设计英语作文Edles Design: A Fusion of Elegance and InnovationIntroductionIn the world of design, there are names that stand out for their unique blend of elegance and innovation. One such name is Edles Design, a renowned design studio that has made a mark for itself in the industry with its distinctive style and exceptional craftsmanship. From furniture to home décor, Edles Design has made its mark in the world of design with its creative approach and attention to detail.History of Edles DesignEdles Design was founded in 2005 by renowned designer Anna Edles. With a background in architecture and interior design, Anna set out to create a design studio that would redefine the concept of luxury living. Inspired by the beauty of nature and the elegance of European design, Anna's vision was to create pieces that were not only visually appealing but also functional and practical.Over the years, Edles Design has evolved into a full-fledged design studio, offering a wide range of products and services to cater to the needs of its discerning clientele. From customfurniture to bespoke interior design solutions, Edles Design has become synonymous with luxury and sophistication.Design PhilosophyAt the heart of Edles Design's philosophy is a commitment to craftsmanship and quality. Each piece is carefully crafted by skilled artisans using the finest materials and techniques. From handcrafted woodwork to intricate metal detailing, every detail is given meticulous attention to ensure that the final product is nothing short of perfection.In addition to craftsmanship, Edles Design also places a strong emphasis on innovation and creativity. Drawing inspiration from a variety of sources, including art, culture, and nature, the studio strives to create designs that are not only beautiful but also thought-provoking. By constantly pushing the boundaries of traditional design, Edles Design has managed to stay ahead of the curve and set new trends in the industry.Signature CollectionsOne of the hallmarks of Edles Design is its signature collections, which are a testament to the studio's commitment to excellence and innovation. From the sleek lines of the Modernist collection to the opulent details of the Baroque collection, eachseries is a reflection of the studio's diverse influences and creative vision.The Modernist collection, for example, is characterized by clean lines and minimalist aesthetics. Inspired by the Bauhaus movement, this collection features sleek furniture pieces with a focus on functionality and simplicity. On the other hand, the Baroque collection takes inspiration from the opulent interiors of European palaces, with ornate detailing and luxurious fabrics that exude grandeur and sophistication.Collaborations and PartnershipsIn addition to its own collections, Edles Design has also collaborated with a number of leading brands and designers to create exclusive pieces. From luxury fashion houses to renowned architects, these collaborations have helped to expand the studio's reach and establish its reputation as a global design powerhouse.One of the most notable collaborations was with Italian fashion house Fendi, with whom Edles Design created a limited-edition furniture collection inspired by the brand's iconic style. Featuring rich leather upholstery and contemporary silhouettes, the collection embodied the essence of both brandsand attracted attention from design aficionados around the world.Future ProspectsAs Edles Design continues to grow and expand its presence in the design world, the future looks bright for this innovative studio. With a dedication to craftsmanship and a passion for creativity, Edles Design is poised to make a lasting impact on the industry and redefine the concept of luxury living for generations to come.ConclusionIn conclusion, Edles Design represents the pinnacle of elegance and innovation in the world of design. With a commitment to quality, craftsmanship, and creativity, this renowned studio has set itself apart from the competition and established itself as a leader in the field. Whether it's a custom furniture piece or a bespoke interior design solution, Edles Design continues to push the boundaries of traditional design and inspire the next generation of designers.。
Chapter 5 products and service design
Chapter5products and service designWhen introducing new design to an existing system it is important to test1how the innovation performs with the rest of the system;2how to create economies of scale from the innovation.The new product development process1Research and development:F5.3drop-out rates for R&D projectsResearch means:scholarly or scientific investigation;A basic research:obtain a more complete understanding of the subjects under studyB applied research:toward a specific practical aim,finding possible applications for the existing basic researchPhases of development:F5.4the new product development process0planningInitial phase of NPDConsider the amount of innovation that is to be Incorporated in the new productActivities:1Marketing:market opportunities,definition of market2manufacturing:available technology3finance:financial goal1concept developmentDesigner:investigate the feasibility of product concepts,develop industrial design concepts,build and test experimental prototypesMarketing:customer needs,lead users,competitor productsManufacturing costs,economic analysis2system-level designDesigner:alternative product and systemMarketing:marketing planProcurement:sourcing or in house,identify suppliersManufacturing:assembly scheme3detailed designDesigner:define each part,choose material,assign specification limits for components Manufacturing:define price-part production process,design tooling,quality assurance, procurement of tooling4testing and refinementDesigner:perform reliability,life,performance testMarketing:promotion,launch material,facilitate field testingManufacturing:facilitate supplier ramp-up,refine fabrication and assembly processes,train the workforce,refine qualitySales:sales plan5production ramp-upDesigner:evaluate early production unitsMarketing:place early promotion with key customersProduct platformsDue to shortening product life cycle,use product platform can help to design more specific function demanded by external environment.A set of interconnected subsystems that form a common structure,from which a steam of derivative products can be developed and producedAdvantages of platform strategy:Reduced development and manufacturing costs,incremental costs of addressing the specific nedds of market segments,fixed costs of developing individual product variants,development time, systemic complexity,improved ability to upgrade products,Lowered investment risksGreater degree of component and subsystem reuseIncreased responsiveness of partners and suppliersHigher product variety to customerThe trend is that derivative products will be developed from fewer platforms.Reducing the number of platforms,while increasing the number of product variantsModularizationHow to simplify the complex process related to the platformIt starts by partitioning the complex processes into simpler processes so that each portion can be dealt with separatelyThis can shorten the NPD cycle and reduce manufacturing costs4levels:system==>subsystem==>module==>componentModule product architecturesTo minimise the physical changes required to achieve a functional changeProvide foundation for flexible platforms,as they allow for product variationAdvantages:Gain cost savings through economies of scale from component commonality,inventory and logisticsIntroduce technological improved products more rapidlyMake easily product changesMake use of customer feedback and alter its system accordinglyIntegral product architectures:The With integral product architectures,modification to any one components cannot be done without the redesign and reconfiguration of the other componentsAdvantages:Interactive learningHigh levels of performance through proprietary technologySystemic innovationsFaster access to informationProtection of innovation from imitationHigh entry barriers of component suppliersCraftsmanshipManaging product architectureIf firms want to reach customer as many as possible with many product variants,they shouldapply modular product design strategyIf firms want to create state-of-the-art innovation,where performance is the key criterion,then follow integral product design strategyThe role of interface specification:Define the protocol for the fundamental interactions across all components constituting a technological system.Organizing product designs for manufacturingA product design must include a bill of materials(BOM)listing all the materials and components needed to make the product and the quantities requiredBOM:File(or product structure or product tree line)that lists the description of the product(materials, components,quantity...)and the sequence in which the product is to be assembledThe BOM provides the foundation for linking the final product design to the design guidelines or methods dor other processes,what is known as the design for X(DFM).The most common DFM method is design for manufacturing(DEM),as it provides the information for estimating the manufacturing costs directly.F5.10Mass customizationTo produce customised products(to achieve economies of scope)at low costs(to gain from economies of scale).Six factors:Customer demand for variety and customizationAppropriate market conditionsValue chain readinessTechnology availabilityCustomizable productsShared knowledgeF5.12methods for achieving mass customizationApproaches to mass customization1collaborative customization2adaptive customization3cometic customization4transparent customizationService designF5.14elements of service delivery systemscustomer contact:Refers to the physical presence of the customer in the system,or the percentage of the time that the customer is in the system relative to the total service time.Degree of customer contact=percentage of time the customer is in the system/total service Front-office activities:Face-to-face,e-mail,telephone,letter... Service process matrixF5.16service process matrixF5.19new service development cycle。
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Chapter5products and service designWhen introducing new design to an existing system it is important to test1how the innovation performs with the rest of the system;2how to create economies of scale from the innovation.The new product development process1Research and development:F5.3drop-out rates for R&D projectsResearch means:scholarly or scientific investigation;A basic research:obtain a more complete understanding of the subjects under studyB applied research:toward a specific practical aim,finding possible applications for the existing basic researchPhases of development:F5.4the new product development process0planningInitial phase of NPDConsider the amount of innovation that is to be Incorporated in the new productActivities:1Marketing:market opportunities,definition of market2manufacturing:available technology3finance:financial goal1concept developmentDesigner:investigate the feasibility of product concepts,develop industrial design concepts,build and test experimental prototypesMarketing:customer needs,lead users,competitor productsManufacturing costs,economic analysis2system-level designDesigner:alternative product and systemMarketing:marketing planProcurement:sourcing or in house,identify suppliersManufacturing:assembly scheme3detailed designDesigner:define each part,choose material,assign specification limits for components Manufacturing:define price-part production process,design tooling,quality assurance, procurement of tooling4testing and refinementDesigner:perform reliability,life,performance testMarketing:promotion,launch material,facilitate field testingManufacturing:facilitate supplier ramp-up,refine fabrication and assembly processes,train the workforce,refine qualitySales:sales plan5production ramp-upDesigner:evaluate early production unitsMarketing:place early promotion with key customersProduct platformsDue to shortening product life cycle,use product platform can help to design more specific function demanded by external environment.A set of interconnected subsystems that form a common structure,from which a steam of derivative products can be developed and producedAdvantages of platform strategy:Reduced development and manufacturing costs,incremental costs of addressing the specific nedds of market segments,fixed costs of developing individual product variants,development time, systemic complexity,improved ability to upgrade products,Lowered investment risksGreater degree of component and subsystem reuseIncreased responsiveness of partners and suppliersHigher product variety to customerThe trend is that derivative products will be developed from fewer platforms.Reducing the number of platforms,while increasing the number of product variantsModularizationHow to simplify the complex process related to the platformIt starts by partitioning the complex processes into simpler processes so that each portion can be dealt with separatelyThis can shorten the NPD cycle and reduce manufacturing costs4levels:system==>subsystem==>module==>componentModule product architecturesTo minimise the physical changes required to achieve a functional changeProvide foundation for flexible platforms,as they allow for product variationAdvantages:Gain cost savings through economies of scale from component commonality,inventory and logisticsIntroduce technological improved products more rapidlyMake easily product changesMake use of customer feedback and alter its system accordinglyIntegral product architectures:The With integral product architectures,modification to any one components cannot be done without the redesign and reconfiguration of the other componentsAdvantages:Interactive learningHigh levels of performance through proprietary technologySystemic innovationsFaster access to informationProtection of innovation from imitationHigh entry barriers of component suppliersCraftsmanshipManaging product architectureIf firms want to reach customer as many as possible with many product variants,they shouldapply modular product design strategyIf firms want to create state-of-the-art innovation,where performance is the key criterion,then follow integral product design strategyThe role of interface specification:Define the protocol for the fundamental interactions across all components constituting a technological system.Organizing product designs for manufacturingA product design must include a bill of materials(BOM)listing all the materials and components needed to make the product and the quantities requiredBOM:File(or product structure or product tree line)that lists the description of the product(materials, components,quantity...)and the sequence in which the product is to be assembledThe BOM provides the foundation for linking the final product design to the design guidelines or methods dor other processes,what is known as the design for X(DFM).The most common DFM method is design for manufacturing(DEM),as it provides the information for estimating the manufacturing costs directly.F5.10Mass customizationTo produce customised products(to achieve economies of scope)at low costs(to gain from economies of scale).Six factors:Customer demand for variety and customizationAppropriate market conditionsValue chain readinessTechnology availabilityCustomizable productsShared knowledgeF5.12methods for achieving mass customizationApproaches to mass customization1collaborative customization2adaptive customization3cometic customization4transparent customizationService designF5.14elements of service delivery systemscustomer contact:Refers to the physical presence of the customer in the system,or the percentage of the time that the customer is in the system relative to the total service time.Degree of customer contact=percentage of time the customer is in the system/total service Front-office activities:Face-to-face,e-mail,telephone,letter... Service process matrixF5.16service process matrixF5.19new service development cycle。