OPERATIONSMANAGEMENT运营管理英文版

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CH02Operations Strategy(运营管理,英文版)

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Operations Strategy
Operations Management
Design, operation, and improvement of the operations systems and processes
• What direction? • What focus?
Chapter 2, Slide 5
Definitions• B来自siness Strategy
Long-term master plan for the company; establishes the general direction
• Goals
Performance targets and milestones
Chapter 2, Slide 6
Operations Strategy
• Translates the business strategy into operations terms.
• Assures coordination with other areas. • Provides direction and guidance for operations decisions.
Chapter 2, Slide 15
Standard Products
Operations
Low Volume High Volume
Marketing
New, Unique Products
© 2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield

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

西餐厅运营管理计划书英文版

西餐厅运营管理计划书英文版Here is the English essay based on the title "Business Plan for a Western Restaurant":Running a successful Western restaurant requires careful planning and execution across various operational areas. This business plan outlines the strategies and approaches to effectively manage and operate a thriving Western dining establishment.Operations ManagementAt the heart of a well-run Western restaurant lies efficient operations management. This encompasses managing the kitchen, dining room, and overall customer experience. In the kitchen, it is critical to establish standardized recipes, preparation methods, and portion control to ensure consistent food quality. A skilled and well-trained culinary team is essential, with clear roles and responsibilities defined for each position, from the head chef to the line cooks. Implementing effective inventory management, waste reduction, and cost control measures will also be crucial for maximizing profitability.In the dining room, seamless service is paramount. Employing a courteous, knowledgeable, and attentive wait staff who can provideexceptional customer service is a must. Implementing robust reservation and table management systems will allow for efficient seating and flow of guests. Equipping the dining room with the appropriate tableware, glassware, linens, and decor that reflects the Western theme and ambiance is also important. Ensuring the dining area is maintained to the highest standards of cleanliness and sanitation is equally vital.Overall, creating a positive and memorable customer experience should be the driving force behind all operational decisions. This may involve features such as live music, themed events, or unique menu offerings that differentiate the restaurant from competitors. Continuously monitoring customer feedback and adapting the operations accordingly will be key to maintaining a loyal customer base.Marketing and BrandingEstablishing a strong Western-inspired brand identity is crucial for attracting and retaining customers. This begins with developing a compelling name, logo, and visual elements that evoke the desired ambiance and cuisine. The restaurant's website, social media presence, and marketing collateral should consistently reinforce this brand image.Targeted marketing strategies will be essential for reaching the righttarget audience. This may involve partnerships with local food bloggers or social media influencers, targeted digital advertising campaigns, and participation in community events or food festivals. Emphasizing the restaurant's unique selling points, such as its focus on authentic Western dishes, premium-quality ingredients, or commitment to sustainability, can help differentiate it from competitors.Building a loyal customer base through effective loyalty programs, email marketing, and referral incentives will also be key to long-term success. Continuously monitoring market trends, customer feedback, and competitor activities will allow for timely adjustments to the marketing approach as needed.Financial ManagementSound financial management is the backbone of any successful restaurant operation. This involves meticulously tracking and analyzing all revenue streams, costs, and expenses to ensure profitability. Establishing robust inventory control, labor management, and cost-saving measures will be crucial for maximizing margins.Developing a comprehensive financial plan, including detailed projections for start-up costs, ongoing operating expenses, and revenue forecasts, will be essential for securing funding andeffectively managing the business's finances. Regularly reviewing and updating this financial plan based on actual performance will allow for timely adjustments to pricing, staffing, or other operational aspects.Maintaining a strong grasp of cash flow management, including managing accounts payable and receivable, will be critical for ensuring the restaurant's financial stability and meeting all its financial obligations. Implementing efficient accounting systems and procedures, as well as regularly analyzing key financial metrics, will provide the necessary insights to make informed decisions.。

service om相关概念的描述

service om相关概念的描述OM（Operations Management，运营管理）是管理学中的一个重要概念，指的是组织和管理企业内外部的所有运营活动，以实现高效地生产和提供产品或服务的目标。

OM涵盖了多个方面，包括供应链管理、生产管理、质量管理、成本管理等。

它旨在通过利用企业的资源，包括人力、设备、资金和信息，来实现组织内外部运营活动的优化。

OM通过规划、组织、协调、控制和改进企业的运营过程，以实现最佳效益和客户满意度。

供应链管理是OM中的关键概念之一，它涉及企业与供应商、分销商和客户之间的物流和信息流，以确保产品或服务能够按时、按量地提供给客户。

供应链管理旨在通过协调各个环节的活动，优化供应链的效率和成本，并提高客户满意度。

生产管理是OM中的另一个重要概念，它涉及产品或服务的生产过程的规划、组织和控制。

生产管理的目标是以最低的成本和最高的效率生产出高质量的产品或提供优质的服务。

它包括生产计划、生产调度、生产控制等活动，以确保生产过程的顺利进行。

质量管理是OM中的关键概念之一，它涉及对产品或服务质量的控制和改进。

质量管理的目标是确保产品或服务符合客户的要求和期望，并通过不断改进来提高质量水平。

质量管理包括质量控制、质量保证、质量改进等活动，以确保产品或服务的一致性和可靠性。

成本管理是OM中一个重要的概念，它涉及对企业运营成本的规划、控制和优化。

成本管理的目标是通过合理控制和降低成本，提高企业的盈利能力和竞争力。

成本管理包括成本分析、成本控制、成本降低等活动，以确保企业能够以最低的成本提供产品或服务。

综上所述，OM是一种综合性的管理方法和理论体系，涵盖了企业运营的方方面面。

通过科学的规划、组织和协调，OM可以帮助企业提高效率、降低成本、提高质量，并实现可持续发展。

运营管理英文课件 (15)

time.
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

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.。

运营管理制度英文

运营管理制度英文1. IntroductionOperations Management is the process of managing activities related to the production of goods and services within an organization. It involves the design, planning, control, and improvement of the production process to ensure efficient and effective use of resources and meet customer demand. In this document, we will outline the key elements of the operations management system and the procedures and policies that govern the operations of our organization.2. ObjectivesThe main objectives of the operations management system are to:- Ensure efficient use of resources such as manpower, materials, and equipment- Meet customer demand in a timely and cost-effective manner- Ensure quality and consistency in the production process- Improve productivity and reduce waste- Ensure compliance with health, safety, and environmental regulations3. Organizational StructureThe operations management system is overseen by the Operations Manager, who is responsible for the overall planning, coordination, and control of production activities within the organization. The operations manager works closely with other departments such as sales, marketing, finance, and human resources to ensure that production meets the needs of the organization and its customers.4. Production PlanningProduction planning is a key component of the operations management system. It involves forecasting customer demand, scheduling production, and determining the resources required to meet production targets. The production planning process includes the following steps:- Demand Forecasting: This involves analyzing historical sales data, market trends, and other relevant factors to forecast customer demand for the organization's products or services.- Capacity Planning: This involves assessing the organization's production capacity and determining whether it is sufficient to meet the forecasted demand. If necessary, steps are taken to increase capacity through investment in new equipment or facilities.- Master Production Scheduling: This involves creating a detailed plan that specifies the quantity and timing of production for each product or service. The master production schedule takes into account factors such as the availability of raw materials, production lead times, and production costs.- Material Requirements Planning: This involves determining the material requirements for production based on the master production schedule. It includes identifying the quantity of raw materials needed, scheduling deliveries, and maintaining inventory levels to meet production requirements.5. Quality ManagementQuality management is an essential aspect of the operations management system. It involves the identification, measurement, and improvement of quality in the production process to meet customer expectations. The quality management process includes the following steps:- Quality Control: This involves monitoring and inspecting production processes and products to ensure that they meet quality standards. Quality control measures may include the use of statistical process control, inspection of raw materials, and testing of finished products.- Quality Assurance: This involves the development and implementation of policies and procedures to ensure that products or services meet quality requirements. Quality assurance measures may include the establishment of quality standards, supplier audits, and employee training.- Continuous Improvement: This involves identifying opportunities for improvement in the production process and implementing measures to enhance quality, reduce waste, and improve productivity. Continuous improvement measures may include the use of lean manufacturing principles, total quality management, and employee involvement in problem-solving.6. Performance MeasurementPerformance measurement is an important aspect of the operations management system. It involves the establishment of key performance indicators (KPIs) to monitor and evaluate the performance of production activities. The performance measurement process includes the following steps:- KPI Selection: This involves identifying the critical success factors for production and selecting KPIs that measure performance in areas such as productivity, quality, cost, and customer satisfaction.- Data Collection: This involves collecting data on production activities, such as production output, defect rates, and production costs.- Performance Analysis: This involves analyzing performance data to identify trends, strengths, weaknesses, and opportunities for improvement in the production process.- Performance Improvement: This involves using the analysis of performance data to implement measures to enhance productivity, reduce costs, and improve quality in the production process.7. Inventory ManagementInventory management is a critical component of the operations management system. It involves the control and optimization of inventory levels to meet production requirements while minimizing costs and waste. The inventory management process includes the following steps:- Inventory Planning: This involves determining the optimal inventory levels for raw materials, work-in-progress, and finished goods to meet production needs while minimizing carrying costs and obsolescence.- Inventory Control: This involves implementing policies and procedures to monitor and control inventory levels, such as reorder points, safety stock levels, and inventory turnover ratios.- Inventory Tracking: This involves the use of inventory management software and systems to track the movement of inventory, monitor stock levels, and optimize inventory replenishment.8. Health and SafetyHealth and safety are paramount in the operations management system. The organization is committed to providing a safe and healthy working environment for employees, contractors, and visitors. The health and safety management process includes the following steps:- Risk Assessment: This involves identifying and assessing potential health and safety hazards in the workplace, such as machinery, chemicals, and working conditions.- Hazard Control: This involves implementing measures to control and mitigate health and safety risks, such as the use of personal protective equipment, safety procedures, and safety training.- Accident Investigation: This involves investigating accidents, incidents, and near misses to identify the root causes and take corrective action to prevent recurrence.9. Environmental ManagementEnvironmental management is an essential aspect of the operations management system. The organization is committed to minimizing its environmental impact through the efficient use of resources, waste reduction, and compliance with environmental regulations. The environmental management process includes the following steps:- Environmental Planning: This involves identifying the organization's environmental impacts and developing a plan to minimize those impacts, such as reducing energy consumption, minimizing waste generation, and adopting environmentally friendly technologies.- Environmental Monitoring: This involves monitoring and measuring environmental performance, such as energy usage, water consumption, and waste generation, to identify areas for improvement.- Environmental Compliance: This involves ensuring that the organization complies with environmental laws and regulations, such as permits, reporting requirements, and waste disposal.10. ConclusionThe operations management system is a critical component of the organization's overall success. By implementing effective production planning, quality management, performance measurement, inventory management, health and safety, and environmental management, the organization can achieve its goals of meeting customer demand, improving productivity, and reducing waste while ensuring a safe and healthy working environment and minimizing its environmental impact. This document outlines the key elements of the operations management system and the procedures and policies that govern the operations of our organization. By adhering to these policies and procedures, we can maximize our operational efficiency and effectiveness.。

运营管理及工作计划英文

Introduction:Effective operations management and a well-crafted work plan are essential for the success of any organization. This document outlines the key aspects of operations management and provides a detailed work plan to ensure smooth execution of tasks and projects.I. Operations Management1. Definition:Operations management refers to the activities and processes that transform inputs into outputs, creating value for customers and stakeholders. It encompasses various functions such as production, supply chain management, quality control, and human resources.2. Objectives:- To optimize the use of resources- To meet customer demand- To ensure efficient and effective operations- To enhance the overall performance of the organization3. Key Components:- Production Planning: Establishing production schedules, allocating resources, and managing production capacity.- Supply Chain Management: Managing the flow of goods and services from suppliers to customers.- Quality Control: Ensuring that products and services meet the required standards.- Human Resources Management: Recruiting, training, and managing employees to achieve organizational goals.II. Work Plan1. Introduction:This work plan outlines the activities and tasks to be performed over a specified period, ensuring the successful implementation of operations management practices.2. Objectives:- To improve operational efficiency- To enhance customer satisfaction- To achieve organizational goals- To foster a culture of continuous improvement3. Work Plan Details:A. Month 1:- Conduct a comprehensive review of existing operations processes- Identify areas for improvement- Develop an action plan to implement changesB. Month 2:- Implement process improvements- Train employees on new processes- Monitor progress and gather feedbackC. Month 3:- Evaluate the effectiveness of the implemented changes- Adjust the action plan as needed- Communicate results to stakeholdersD. Month 4:- Continuously monitor operations performance- Identify new opportunities for improvement- Develop and implement strategies to address challengesE. Month 5 and Beyond:- Regularly review and update the work plan- Ensure alignment with organizational goals- Foster a culture of innovation and continuous improvementConclusion:Operations management and a well-crafted work plan are crucial for the success of any organization. By focusing on optimizing resources, meeting customer demand, and enhancing overall performance, organizations can achieve their goals and maintain a competitive edge in the market. This document serves as a guide to ensure that operations management practices are effectively implemented and that work plans are well-defined and executed.。

生产和运作管理roductionandOperationsManagement

2019/11/5
15
弗兰克·吉尔布赖斯&林莲·吉尔布赖斯 Frank and Lillian Gilbreth
弗兰克(1868-1924)，林莲(1878-1972) 夫妻工人小组进一步发展了工作衡量方法将效率原则应用到家庭和12个孩子当中
2019/11/5
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Henry Ford
教材：
《生产与运作管理》(第二版)刘丽文著，清华大学出版社，2002
参考书：
《生产与运作管理》陈荣秋编著，高等教育出版社，1999
《运营管理》(原书第9版)理查德• B•蔡斯等蓍，机械工业出版社
2019/11/5
4
课程日程安排(54学时)
绪论运营战略决策生产运营组织方式与运营流程运营能力规划工作设计与BPR 业务外包(outsourcing)与设施选址供应链管理---战略与设计采购管理与供应商管理
2019/11/5
2
课程目的
了解运营管理在企业经营中的重要性，把握运营管理与企业其它职能管理(财务、营销、人力资源等)之间的关系；
全面了解运营管理的内容和方法体系；了解现代企业在运营管理上面临的新挑战；学会运用运营管理的方法分析解决实际问题
2019/11/5
3
课程材料
投入 ·人力 ·物料 ·设备 ·技术 ·信息 ·能源 ·土地
变换过程
13 5
24
如何经济、有效地获取、组合和使用不种形态的资源要素？
如何有效地计划、组织与控制变换过程？
产出 ·产品 ·服务
产品和服务之间如何组合？不同品种之间如何组合? 产出的质量、成本、时间、附加服务如何保证？

《运营管理》教学大纲

难点：三种典型的库存控制策略
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

MBA Operations Management 运营管理英文版

Operations ManagementOperations Management (OM) is concerned with the management of resources and activities that produce and deliver goods and services for customers. Efficient and effective operations can provide an organization with major competitive advantages since the ability to respond to customer and market requirements quickly, at a low cost, and with high quality, is vital to attaining profitability and growth through increased market share. As competition becomes fiercer in an increasingly open and global marketplace, a company's survival and growth become greatly contingent on its ability to run its operations efficiently and to exploit its resources productively.The course focuses on the basic concepts, issues, and techniques for efficient and effective operations. Special emphasis is placed on process improvement and supply chain management. Topics include operations strategy, product and service design, process design and analysis, capacity planning, lean production systems, materials and inventory management, quality management and six sigma, project management, and supply chain management.COURSE OBJECTIVES: Upon completing this course, students should be able to: ∙understand the strategic role of operations management in creating and enhancing a firm’s competitive advantages∙understand key concepts and issues of OM in both manufacturing and service organizations ∙understand the interdependence of the operations function with the other key functional areas of a firm∙apply analytical skills and problem-solving tools to the analysis of the operations problems PREREQUISITES TO THIS COURSE: MBA 8000TEXT (required): Jacobs, Chase, and Aquilano: Operations and Supply Management, 12th ed., ISBN#: 0-07-327873-4 (or other 12th edition)STUDENT GUIDELINES AND PREPARATION: Class attendance is strongly advised. I intend to start each class session on time, so please avoid being tardy. If an absence is necessary, it is the student’s responsibility to obtain class notes and material for t he class missed. Class participation is welcomed and encouraged.Reading assignments for each class and topic is given on the Course Schedule; deviations to this schedule may be necessary and will be indicated during class. As a preparation for class, please review the material before the meeting time.COURSE CONTENT: Problems, Cases Studies, Group Term Project, and Exams: Problems: The class schedule gives a listing of problems for each section. You will not be asked to hand in your answers to these problems. During class I will go over these problems or similar examples. Quantitative problems on exams will be similar in content to these problems.Case Studies: There are case studies assigned for several class sessions. You do not have to hand in your write-up of these cases or the questions assigned for homework. We will however go over these cases in the beginning of the next class (after the material needed has been covered).The case studies are listed on the class schedule. Please prepare to contribute to the analysisof these cases, by reviewing the case study before class.Group Term Project: For this course, a group term project is required. We will form teams during the second class session. You may select your own team. Every team member is expected to participate in the group project. Teams can determine how members will contribute. For example, all members can work on all project tasks or members can be assigned different tasks. That is up to the group. No "free riders" are permitted: Every group member is expected to participate equally. Any unresolved problems within a group should be brought to my attention immediately. Further detail is given in the project description.Exams: There are two exams. The first counts 40%, and the second counts 40%, for a total of 80% of your final grade. The exams will be held during the class session as indicated on the course schedule. The exams are closed book, but one 8.5”x11” two-sided crib sheet may be used for each exam. You will also need to bring a calculator with a square root button, and scratch paper.Make-up exams: If a legitimate problem beyond your control prevents attendance for an exam, contact me as early as possible to schedule a make-up exam. If the situation can be anticipated, please contact me before the scheduled exam date. Otherwise, contact me no later then the day after the exam. Note: A make-up exam may be significantly different in format and in the scope and depth of material coverage. Exams must be made up before the next class session. Grading: The final grade consists of a weighted average of the following parts:∙Two Exam Scores 80% (1st@40%, 2nd@40%)∙Group Term Project 20%The grading scale for this class is as follows:∙No additional projects or extra credit work will be accepted. Your letter grade in the course will be determined by the above table. No exceptions! For example, a course score of 89.94 is a B+.GROUP TERM PROJECT:This course focuses on the management of process and supply chain that are used to deliver the product (either a good or service) to the customer. This group term project requires that a processor supply chain be identified, flowcharted, and analyzed. Your group may choose one of the following two options.Option 1: Choose an existing process for providing a company's goods or services, and then flowchart the existing process. (For example, a member of your group is responsible for developing personal financial plans for their customers; map the process of preparing the plans.)Option 2: Choose an industr y’s or product’s supply chain and then document, flowchart and analyze the supply chain.The project is centered on a 20 minute presentation of your analysis to the class. Your analysis of the process should cover the applicable areas of process management. Including such items as: ∙ A detailed process flow chart including process inputs, process outputs, activities, activitytimes, processing and labor requirements.∙Capacity analysis of the process, including the strategies used to address expected customer demand.∙Suggested metrics used to measure the process or supply chains performance, and how a changed process may improve them.∙Address other relevant issues as appropriate, such as:1. Customer demand and process capacity relationships2. How production is planned, from customer demand to production schedules3. Quality Management issues4. Product delivery issues5. Collaboration and coordination issues6. The interfaces of the process with both the external and internal customers7. Waiting line issues and related staffing decisions8. Other applicable process or supply chain management issues or concernsEach group is expected to:1. Provide a short written midterm report (one or two paragraphs with SIPOC including highlevel flowchart) stating the option the group chose and the process they have chosen to analyze or design. Included should also be a preliminary project plan (what each team member is planning to do!), and any concerns that the group may have at that time (e.g., AWOL members). Due dates are on the course schedule.2. Make a 20 minute (with an additional 5 minutes for questions) presentation of the project tothe class. Your group will be given no more than 20 minutes for the presentation, so it is very important to plan what information you want your audience to receive. Present the big picture – DO NOT read your slides to the class. A good rule of thumb is plan for 2 minutes per PowerPoint slide. Your presentation will be terminated after 20 minutes have passed!3. Turn in PowerPoint slides (printed six to a page) plus full size process flow charts and tables.Please - no report covers (binders)! Bring enough copies (in black and white only) for each class member and the instructor. Your must also send a soft copy to the instructor on or before the day of your presentation.Project Grading:The grade for the group project will be based on:∙Process Choice (not too technical or too trivial, clear process flowchart, SIPOC, measurement, improvement opportunities identified, project plan described (what the team actually did!)∙Process Analysis (correctness of analysis, appropriate recommendations justified by logical analysis and use of appropriate MBA8155 and other improvement methods and tools,thorough analysis, appropriate measures collected and analyzed - or at least carefullyplanned, and originality of the analysis)∙Presentation (participation by multiple team members, within 20 minute time limit, logical flow, clarity and ease of understanding, interest in presentation by audience, and originality ofpresentation)Note that all team members should be able to explain at a high level what was done, and be able to answer questions posed by the instructor and the class! It is unacceptable to simply present a project from work that was done by others. The presentation should make clear what was actually accomplished by each team member!The student's project grade will be the group's grade with adjustments based on peer evaluations. *** Note: Any project that is being used or has been used for credit in another class and is being used in whole or in part for this project needs to receive approval from the instructor. If it is currently being used as part of a project in another course both instructors must approve. Please ask if you are in doubt about the applicability of this note to your project.Peer evaluation:At the end of the course (attached to the back of your second test) you will be asked to evaluate yourself and the other members of your group. You will be asked to assign a value between 0 and 10 (10 = Best) on each of the criteria. A reason needs to be given for each score below 5. These ratings are gauging each team member’s contribution.NOTES:∙If GSU is closed for any reason on a scheduled class day, you should be prepared to adjust the schedule accordingly. Material/exam to be covered on the day in which GSU was closed will be typically be covered in the next class meeting. The instructor will providedirection as to further changes to the schedule.∙Students are responsible for the information contained in the Academic Honesty policy found in the GSU Graduate Bulletin.COURSE SCHEDULE:The following is the tentative schedule of topics to be covered during the Semester. It is possible that there will be changes in the schedule as the course progresses. Changes to this schedule will be announced during class in advance of the class periods that will be affected.。

《运营管理》英文教学大纲

《运营管理》课程编号：CMAG322课程类型：学科基础课总学时：54学时学分：3学分适用对象：工商管理专业先修课程：aiAGlll/CACClll/CFIN311Course DescriptionSupply chain management means the design, planning and control of the information flow, material flow and cash flow with a view to strengthening competitiveness. The supply chain composition structure and the operation directly relate to the whole management process of the enterprise; therefore, the course focuses on the operation and supply chain management on the premise of fast meeting the end-user need, make the response promptly to the unpredictable market demand, and realize optimized movement for the entire supply chain.Learning objectivesThis is a course in management with an emphasis on real world applications. There are three basic objectives for this course:1.To develop some simple models that can be usefully applied to generate realisticpredictions about the behaviors of important economic variables.2.To apply the models and management concepts to understand and interpret current worldmanagement issues.3.To familiarize with some basic ideas of management analysis and business problemsfaced by managers in their daily operations, such as project management, processanalysis, quality management, supply chain design, facility location, inventorycontrol, etc.Teaching MethodsThis course contains lectures, class discussions, homework, quizzes, presentation, self-study and exams etc.Study timeTo do well in this course, you need to devote time outside of class for practice and proper preparation. A typical student should need 10 hours of no-class time each week during a regular 20-week semester. Doing this theory paper requires READING time.I encourage all of you to do all assigned homework and practice extra questions.Attendance and Class ParticipationRegular attendance and class participation are expected of all the students. Since the course covers gieat deal of materials that's why its veiy important tiyiiig to attend EVERY class on time. Absence which is more than 1/3 of the total teaching hour(16*4/3=21 hrs) will cause an F (a failing grade) directly. And I will record attendance by random checking. Take class discussion and group assignment serious as yourdistribution and contribution for your team will a Sect the whole group's finals.Homework AssignmentsIf you do not attempt to complete the assigned homework its unlikely that your performance in the course will suffer. Most assignments are taken from the textbook. Students who do NOT complete assignments or copy from others will cause dangerous in grade appraisal.PresentationEach group is going to be expected to give a 20 minutes presentation. The topic can be selected from the textbook or lectures. A summary relating to the topic is required before your presentation.Quizzes and ExaminationsThere will be at least 2 quizzes during the semester. Quizzes may or may not be announced in advance. Quizzes will test your knowledge of both concepts and the application of those concepts. Midterm and final exam may be composed of multiple-choice questions and essay questions etc. Supplementary exams can be applied if students fail the l sl attempt.Academic IntegrityCheating or plagiarism includes copying others5 work or in the exam will not be tolerated. It will result in disciplinary action in accordance with the university policy if a second violation occurs. Any type of cheating in the midterm or final exam will lead a nullification result.Course EvaluationBefore Midterm After Midterm Attendance 5% 5%Participation 5% 5%Quizzes 10% 10%Presentation 20%Mid-term exam 20%Final exam 20%Total 40% 60%Course scheduleWeek 1 Chapter 1Week 2 Chapter 2Week 3 Chapter 3Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 11Chapter 12 Chapter 17 Chapter 18 Chapter 19 Presentation Final Exam RevisionFinal ExamCourse contentsChapter 1 Operations and Supply Chain ManagementLearning objectives:1. Understand why it is important to study operations and supply chain management.2. Define efficient and effective operations.3. Categorize operations and supply chain processes.4. Contrast differences between services and goods producing processes.Chapter 2 Strategy and SustainabilityLearning objectives:1. Compare how operations and supply chain strategy relates to marketing and finance.2. Understand the competitive dimensions of operations and supply chain strategy. 3・ Identify order winners and order qualifiers. 4. Understand the concept of strategic fit.5. Describe how productivity is measured and how it relates to operations and supplychain processes.6. Explain how the financial markets evaluate a firm's operations and supply chainperformance.Chapter 3 Product and Service Desi 即Learning objectives:1. Understand the product development process for both manufactured and serviceproducts.Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 Week 13 Week 14 Week 15 Week 16Mid-Term Exam2.Demonstrate how the development of products can have significant economic impacton the firm.3.Align design with the desires of the customer by using quality function deployment(QFD) concepts.4.Explain how design can significantly impact manufacturing cost.5.Be introduced to product development performance measures.Chapter 4Strategic Capacity ManagementLearning objectives:1.Recognize the concept of capacity and how important it is to “manage” capacity.2.Explain the impact of economies of scale on the capacity of a firm.3.Understand how to use decision trees to analyze alternatives when faced with theproblem of adding capacity.4.Describe the differences in planning capacity between manufacturing firms andservice firms.Chapter 5Process AnalysisLearning objectives:1.Recognize three basic types of processes: a serial flow process, parallelprocesses (such as what happens in a restaurant), and logistics processes.2.Understand basic flowcharting of processes.3.Explain how to analyze processes using Little's law.4.Understand how to calculate process performance measures.Chapter 6Production ProcessesLearning objectives:1.Understand the idea of production process mapping.2.Demonstrate how production processes are organized.3.Explain the trade-offs that need to be considered when designing a productionprocesses.4.Describe the product-process matrix.5.Recognize how break-even analysis is just as important in operations and supplychain management as it is in other functional areas.Chapter 9 Six-Sigma QualityLearning objectives:1.Understand total quality management.2.Describe how quality is measured and be aware of the different dimensions ofquality.3.Explain the define, measure, analyze, improve, and control (DMAIC) qualityimprovement process.4.Understand what ISO certification means.Chapter 11Global Sourcing and ProcurementLearning objectives:1.Understand how important sourcing decisions go beyond simple material purchasingdecisions.2.Demonstrate the “bullwhip effect^ and how it is important to synchionize the flowof material between supply chain partners.3.Describe how characteristics of supply and demand have an impact on structuringsupply chains.4.Know the reason for outsourcing capabilities.5.Illustrate what “green” sourcing is.6.Analyze the total cost of ownership.7.Calculate inventory turnover and days of supply.Chapter 12Location, Logistics and DistributionLearning objectives:1.Describe what a third-party logistics provider is.2.Assess the major issues that need to be considered in locating a plant orwarehouse facility.Chapter 13Lean and Sustainable Supply ChainsLearning objectives:1.Describe how Green and Lean can complement each other.2.Explain how a production pull system works.3・ Understand Toyota Production System concepts.4.Summarize important attributes of a lean supply chain.5.Analyze a supply chain process using value stream mapping.6.Know the principles of supply chain design.Chapter 14 Inventory ControlLearning objectives:1.Explain the different purposes for keeping inventory.2.Understand that the type of inventory system logic that is appropriate for an itemdepends on the type of demand for that item.3.Calculate the appropriate order size when a one-time purchase must be made.4.Describe what the economic order quantity is and how to calculate it.5.Summarize fixed-order quantity and fixed-time period models, including ways todetermine safety stock when there is variability in demand.6.Discuss why inventory turn is directly related to order quantity and safety stock. Reading Materials:Operations Management. Fifth Edition. Nigel Slack, Stuart Chambers, and Rober Johnston. Prentice Hall, Financial Times.。

管理学双语(整理版)PPT14-operation management

Exhibit 19.2
19–8
Source: W.E. Deming, “Improvement of Quality and Productivity Through Action by Management,” National Productivity Review, Winter 1981–1982, pp. 12–22. With permission. Copyright 1981 by Executive Enterprises, Inc., 22 West 21st St., New York, NY 10010-6904. All rights reserved.
19–10
Six Requirements for Successful Values Chain Management
Exhibit 19.3
19–11
Value Chain Management (cont’d)
• Requirements for Value Chain Management
v
A supportive organizational culture and attitudes
19–12
Value Chain Benefits
Source: G. Taninecz, “Forging the Chain,” Industry Week, May 15, 2000, p. 44.
Current Issues in Operations Management
• • • • Discuss technology’s role in manufacturing. Describe some of the various quality dimensions. Explain ISO9000 and Six Sigma. Describe mass customization and how operations management contributes to it.

CH08Capacity Decisions(运营管理,英文版)

Data Requirements
Capacity cost structure (alternatives?) Expected demand (multiple scenarios?)
EVA
Product and service requirements (e.g. time standards)
Chapter 8, Slide 16
Alternate Demand Scenarios
Current Level Demand 2,000 5,000 7,000 Revenue $2,400,000 $3,600,000 $3,600,000 Fixed Expenses $1,600,000 $1,600,000 $1,600,000 Expanded Revenue $2,400,000 $6,000,000 $6,000,000 Fixed Expenses $2,800,000 $2,800,000 $2,800,000 New Site Revenue $2,400,000 $6,000,000 $8,400,000 Fixed Expenses $3,800,000 $3,800,000 $3,800,000
Capacity
•Limited ability to adjust capacity •Detailed planning •Lowest risk
• Workforce, inventory, subcontracting decisions • Intermediate-level planning •Moderate risk
ch08capacitydecisions运营管理英文版版英文版运营管理经营管理运营管理部
Capacity Decisions

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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。