生产与运作管理2(1)

Location is a major revenue factor
– Affects amount of customer contact
– Affects volume of business
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生产与运作管理2(1)
•Location Decision Sequence
•Country
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生产与运作管理2(1)
重新布置的具体原因(Reasons)
u （１）低效率的作业（例如，高费用、瓶颈）。 u （２）安全事故或危险。 u （３）新产品或服务的引进。 u （４）产品或服务设计的变化。 u （５） 新工艺的引进，原有工艺的改进。 u （６） 产量或产品组合的变化 u （７） 方法或设备的变化。 u （８） 环境或其他法规要求的变化。 u （ 9 ）士气问题（例如，缺乏面对面的接触）。
第二节 设施布置（Facility Layout）
u 布置的目标(Objectives) u 布置的类型(Type) u 布置的方法(Methods)
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生产与运作管理2(1)
What is Facility Layout
u Location or arrangement of everything within & around buildings
– Affects shipping & production costs (e.g., labor)
– Costs vary greatly between locations
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生产与运作管理2(1)
•Service Location Decisions
Revenue focus
– Costs vary little between market areas
Finds amount to be shipped from several sources to several destinations Used primarily for industrial locations Type of linear programming model
– Objective: Minimize total production & shipping costs
Long-term decisions Difficult to reverse Affect fixed & variable costs
– Transportation cost »As much as 25% of product price
– Other costs: Taxes, wages, rent etc.
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生产与运作管理2(1)
Constraints on Layout Objectives
u Product design & volume u Process equipment & capacity u Quality of work life u Building and site
u Product-oriented layout
– seeks the best personnel and machine use in repetitive or continuous production
u Fixed-position layout
– large bulky projects such as ships and buildings
•Chicago lowest cost
•500 •1000 •1500 •2000 •2500 •3000 •Volume
生产与运作管理2(1)
•Center of Gravity Method
Finds location of single distribution center serving several destinations
» Shipping cost/unit/mile is constant
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生产与运作管理2(1)
•Center of Gravity Method Steps
Place existing locations on a coordinate grid
– Grid has arbitrary origin & scale – Maintains relative distances
u Objectives are to maximize
– Customer satisfaction – Utilization of space, equipment, & people – Efficient flow of information, material, & people – Employee morale & safety
production volume »Must be above break-even
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生产与运作管理2(1)
•Locational Break-Even Analysis Example
You’re an analyst for AC Delco. You’re considering a new manufacturing plant in Akron, Bowling Green, or Chicago. Fixed costs per year are $30k, $60k, & $110k respectively. Variable costs per case are $75, $45, & $25 respectively. The price per case is $120. What is the best location for an expected volume of 2,000 cases per year?
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生产与运作管理2(1)
布置的基本类型 (Basic Type of Layouts)
u Process-oriented layout
– deals with low-volume, high-variety production (“job shop”, intermittent production)
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生产与运作管理2(1)
第一节 设施位置选择（ Facility Location）
u 设施位置决策（Decision） u 设施位置选择的因素（Considerations） u 设施位置分析方法（Methods）
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ຫໍສະໝຸດ Baidu生产与运作管理2(1)
•In General - Location Decisions
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生产与运作管理2(1)
•Locational Break-Even Crossover Chart
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•Annual Cost
•200000
•150000
•100000
•50000
•0 •0
•Akron lowest cost
•Bowling Green lowest cost
» Example: Education quality, labor skills
– Tangible (quantitative) factors »Example: Short-run & long-run costs
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生产与运作管理2(1)
Example： Factor Rating Method
Calculate x & y coordinates for ‘center of gravity’
– Gives location of distribution center – Minimizes transportation cost
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生产与运作管理2(1)
•Minimizes transportation cost
生产与运作管理2(1)
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2020/11/24
生产与运作管理2(1)
第二章 设施与作业设计 （Design of Facilities and Jobs）
u 设施位置选择（ Facility Location） u 设施布置（ Facility Layout） *作业设计（Job Design）
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生产与运作管理2(1)
•Center of gravity
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生产与运作管理2(1)
•Example
•y •2000
•2000
•1000 •1000
•(x*, y*) •x*=66.7 •y*=93.3
•x
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生产与运作管理2(1)
•Transportation Model
Objective: Maximize benefit of location to firm
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生产与运作管理2(1)
Industrial Location Decisions
Cost focus
– Revenue varies little between locations
Location is a major cost factor
在S4的最优结果
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生产与运作管理2(1)
在S5的最优结果
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生产与运作管理2(1)
在S6的最优结果
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生产与运作管理2(1)
最优厂址
u S4——34698 u S5——34867 u S6——34818
u S4：最优厂址
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生产与运作管理2(1)
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生产与运作管理2(1)
•Location Evaluation Methods
Factor-rating method Locational break-even analysis Center of gravity method Transportation model
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– Constraints »Production capacity at source (factory) »Demand requirement at destination
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生产与运作管理2(1)
Example：Transportation Model
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生产与运作管理2(1)
•Region/Community
•Site
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生产与运作管理2(1)
•Factors Affecting Location
资源（人力、原材料、能源、资本、土地的价格及其 供应状况） 运输（费用及其设施状况）
市场（需求量、结构、竞争、价格、顾客分布及其需 求特点） 建筑（费用及其条件）； 税收、保险（种类、政策及其水平）； 自然条件（气候、地理位置、地质状况）； 经济条件（基础设施、生活质量）； 社会条件（文化习俗、公众态度）； 政治条件（政府政策及其态度、政治稳定）。
生产与运作管理2(1)
•Factor-Rating Method
Most widely used location technique Useful for service & industrial locations Rates locations using factors
– Intangible (qualitative) factors
Used primarily for services
Considers
– Location of existing destinations
» Example: Markets, retailers etc.
– Volume to be shipped – Shipping distance (or cost)
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生产与运作管理2(1)
•Locational Break-Even Analysis
Method of cost-volume analysis used for industrial locations
Steps
– Determine fixed & variable costs for each location – Plot total cost for each location – Select location with lowest total cost for expected