管理学原理Chapter 12

Examples:
◦ Education ◦ Medical Services ◦ Transportation
Let’s be productive
Productivity (p.335) – the over all output of goods and services divided by the inputs needed to generate that output
control
P.345
Technology and e-manufacturing
Competition forces companies to deliver products and services that customers value in a timely manner
◦ Companies are looking at ways to used the internet and technology to improve this process
Continuous improvement and quality control
We always want to improve the quality of the organization’s processes, products, and services.
Continuous improvement – focuses on actions to prevent mistakes
Obstacles in value chain management
Required capabilities
Exhibit 12-4, page 344
People
Issues in Operations Management
Technology and e-manufacturing Just-in-time inventory Continuous improvement and quality
Efficiency oriented - Goal is to reduce costs and make organization more productive
Who has the power in the value chain?
Players in the value chain:
Effectiveness oriented – aims to create the highest value for customers
Supply Chain Management
Supply chain management (p.338) – management of the functions and activities involved in producing and delivering a product or service from suppliers to customers
Many companies have much money sitting in inventory (products or materials waiting to be used or sold) – want to reduce the size of inventory
Jut-in-time (p.Fra bibliotek46) – systems in which inventory items arrive when needed in the production process instead of being stored in stock
Strong leadership Good, hardworking employees Supportive organizational culture and
attitudes
Obstacles in the Value Chain
Organizational barriers
Cultural attitudes
Quality Control – focuses on finding mistakes that may have already occurred
Quality Control
Quality control –p.346 – monitoring quality to ensure that what is produces meets some preestablished standard
2. What is the goal of value-chain management?
3. Who are the players in the value chain? Which group has the power?
1. What is the difference between a service organization and a manufacturing organization?
Value Chain Management
Value chain management (p.338) – the process of managing the process of activities and information about the product as it goes through the value chain.
Productivity = Output/(labor+capital+materials)
Why is productivity important?
Productivity depends on people and operations variables – need to focus on both!
Manufacturing organizations (p.334) – produce physical outputs
Service organizations (p.335) – produce nonphysical outputs
Examples:
◦ Cars ◦ Cell phones ◦ Food ◦ Books
Value chain (p.337) – the series of organizational work activities that adds value at each step beginning with the processing of raw materials and ending with a finished product in the hands of end users.
Value Chain
So we transform raw materials and other resources into some products or services that customers want – somewhere along the line it gains value.
Increase your global competitiveness!
◦ Want to increase efficiency ◦ Produce more, while saving time and money
Customers want value
Every organization needs customers who will use their service or buy their products.
Transformation Process
Inputs:
• People • Technology • Capital • Equipment • Materials • Information
Transformation Process
Outputs
• Goods • Services
Production
◦ Customers want the goods or services to give them value.
Value (p.337) – the performance characteristics, features, and attributes, or any other aspects of goods and services for which customers are willing to give up resources (usually money)
Value Chain Strategy
Technology investment
Employees
Organizational processes
Exhibit 12-2, page 339
Leadership
Successful Value Chain Management
Coordination and collaboration
Transformation Process
All organizations produce goods or services through the transformation process (p.334) – the process through which an organization creates value by turning inputs into outputs
Chapter 12
Operations Management
Operations Management
(p.334)-the study and application of the transformation process
◦ How you convert resources (labor and raw materials) into outputs (products)
◦ Can show capacity, status of orders, test product quality at each stage of production
◦ Can reveal problem areas or broken equipment
Just-in-time inventory
◦ **Customers** - define what value is and how it should be provided
Successful Value Chain
Management
Coordination and
collaboration
Organizational culture and attitudes
◦ Suppliers – provide needed resources; determine price and quality
◦ Producers – assembles the resources into a valuable product or service
◦ Distributor – makes sure the product or service is available
◦ Sharing information and being flexible
Investment in technology Organizational processes
◦ p. 340 -The way organizational work is done ◦ Eliminate non-value adding activities
Examples of what to monitor:
◦ Weight ◦ Strength ◦ Consistency ◦ Color ◦ Taste
Let’s Review…
Discuss the following with your neighbor
1. What is the difference between a service organization and a manufacturing organization?