《人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_15.docx》由会员分享，可在线阅读，更多相关《人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_15.docx（19页珍藏版）》请在课桌文档上搜索。
1、CHAPTER15OPERATIONSMANAGEMENT1.EARNINGOUTCOMESAfterreadingthischapter,studentsshouldbeableto:15-1.Defineoperationsmanagementandexplainitsrole.15-2.DefinethenatureandpurposeofvaluechainInanageinent.I53.Describehowvaluechainmanagementisdone.I54.Describecontemporaryissuesinmanagingoperations.Management
2、MythMYTH:Inthefutureofmanufacturing,robotswillreplacealmostallworkers.TRUTH:Robotsaremorelikelycoassistpeopleindoingtheirjobsratherthanreplacethemcompletely.TvichincTips:Challengestudentslothinkoftheworkplaceinthefuturewhererobolsarcdoingmenialjobs,freeingpeopletolocuson11Hrecomplexworkthatdemandscr
3、eativityandflexibility.Whattypesofjobsandindustriesarerobotsparticularlywell-suitedto?RefleclonhowprIh太queslion.WHYISOPERATIONSMANAGEMENTIMPORTANTTOORGANIZATIONS?A. WhatisOperationsManagement?1. Operationsmanagementrefers(othedesign,operation,andcontrolofthetransformationprocessthatconvertssuchresou
4、rcesaslaborandrawmaterialsintogoodsandservicesthatarcsoldtocustomers.(SeeExhibit15-1.)2. Whyisoperationsmanagementsoimportanttoorganizationsandmanagers?a) Itencompassesprocessesinallorganizations-SCrViCCSaswellasmanufacturing.b) It,simportantineffectivelyandc(Yicicntlymanagingproductivity.c) Itplays
5、astrategicroleinanorganization,scompetitivesuccess.B. HowDoServiceandManufacturingFirmsDiffer?1. TransformationprocessanoperationssystemthatcreatesvaluebyIranstbnninginputsintofinishedgoodsandserviceoutputs.a) Manufacturingorganizationsproducephysicalgoods.b) Serviceorganizationsproducenonphysicalou
6、tputsintheformofservices.2. heeconomiesofdevelopedcountriesaredominatedbythecreationandsalesofsen*ices.a) Mostoftheworldsindustrializednationsarepredominantlyserviceeconomies.b) IntheUnitedStales,nearly78percentoiallprivatesectorjobsarenowinSerVieBindustries.C. HowDoBusinessesImproveProductivity?1.
7、ImprovingPrOdUeliVityhaSbecomeamajorgoalinvi11uallyBVeryorganization.a) Forcountries,high11luc(ivitycanleadioeconomicgrowthanddevelopment.b) Forindividualorganizations,increasedProdUClivitylowerscostsandallowsfirmstooffermorecompetitiveprices.2. IiwreasingPrOduCliViIyKkeytoglobalconeiiveness.3. Orga
8、nizationsthathopetosucceedgloballyarelkingforwaystoimprovepfxluc(ivity.4. PrOdUCIiViIyiSacompositeofpeopleandoperationsvariables.a) W.EdwardsDerningbelieved(hatmanagers,notworkers,weretherinarj,sourceofincreasedproduciivity.b) Thetrulyeffecliveorganizationwillmaximizeprxluctivitybysuccessfullyinlegr
9、atingpeopleintotheoveralloperationssystem.D. WhatRoleDoesOperationsManagementPIayinaCompanysStrategy?1. AfterthesuccessthatU.S.manufacturersexperiencedduringWorldWar11.manufacturingactivitiesintheUnitedStatesweretakenforgranted.2. Meanwhile,managersinJapan.Germany,andothercountries100ktheOpportuniiy
10、todevelopmodern,computer-based,andtechnologicallyadvancedfacilities.a) U.S.manufacturersdiscoveredthatforeigngoodswerebeingnudenotonlylessexpensivelybutalsowithbetterquality.b) Txlay,successfulnunufac(urersrecognizethecrucialrolethatOPeraIion*managementplaysaspartoftheoverallorganizationalstrategyto
11、establishandmaintaingloballeadership.FrOmthePaSttothePreSentWilliamEdwardsDeiningwasanAinericajistatistician,professor,author,lecturer,andconsultant.HeiswidelycreditedwithimprovingproductionintheUnitedStatesduringWorldWarII.althoughhesprobablybestknownforhisworkinJapan.From1950onward,hetaughtJapanes
12、etopmanagershowtoimproveproductdesign,productquality,testing,andsales,primarilythroughapplyingstatisticalmethods.HisPhiloSOWIywasquitesimple:focusonincreasingqualityandreducingcostsIhrOUghcontinuallyimprovinghowemployeesworkisdoneandbyapproachingmanufacturinginanorderly,systematic,andlogicalway.Putt
13、ingthatphilosophyintopracticerequiredfollowingDeming,s14pointsforimprovingmanagementsproductivity.DiscussThis: Whyare(1)continualimprovementand(2)thinkingofmanufacturingasasystemsoimportanttomanagingoperations? Explainwhythese14principlesarestillappropriatetoday.TUHehinRTi卧:Youngerbusinessstudentsma
14、yhaveneverheardofEdwardDcminganddonotunderstandthecontributionshis14pointsmadetomanufacturingcompaniesintheU.Sandtherestoftheworld.However,whentheyareaskedtoanswerthequestionsabove,theywillprobablyseetheseideasarvCOmmOnPlaCeinorganiza(ions,operationprocesses.ItmaybeinstncivetoshowashortvideoclipofDe
15、minggoingIhnwghsomeofhi$14points(!hereareseveralvideosofDemingavailableonYouTube).VVHATISVA1.UECHAINMAN.CEMENT.NDWHYISITIMPORTANT?A. Introduction1. Theconceptsofvaluechainmanagementarctransformingoperationsmanagementstrategicsandturningorganizationsaroundtheworldintofinelytunedmxlclsofefficiencyande
16、ffectiveness.B. WhatisValueChainManagement?1. Everyorganizationneedscustomersifitsgoingtosurviveandprosper.2. CustomerswantSOInetypeofvaluefromthegoodsandSerViCeStheypurchaseoruse.andtheseendusersdeterminewhathasvalue.3. Valueistheperformancecharacteristics,featuresandattributes,oranyotheraspectsofg
17、oodsandsendeesforwhichcustomersarewillingtogiveupresources(usuallymoney).4. Howisvalueprovidedtocustomers?u)Throughthetransformationofrawmaterialsandotherresourcesintosomeproductorservicethatendusersneedordesireintheformtheywant,whentheywantit.5. Thevaluechainistheentireseriesoforganizationalworkact
18、ivitiesthataddvalueateachstep,beginningwiththeprocessingofrawmaterialsandendingwithafinishedproductinthehandsofendusers.6. Valuechainmanagement-theprocessofmanagingtheentiresequenceofintegratedactivitiesandinformationaboutproductowsalongtheentirevaluechain.a) Valuechainmanagementisexternallyoriented
19、andfocusesonbothincomingmaterialsandoutgoingproductsandservices.(1) Valuechainmanagementiseffectivenessorientedandaimstocreatethehighestvalueforcustomers.b) Supplychainmanagementisinternallyorientedandfocusesontheefficientflowofincomingmaterialstotheorganization.(1) Supplychainmanagementisefficiency
20、oriented(itsgoalistoreducecostsandmaketheorganizationmoreproductive).7. Whohasthepowerinthevaluechain?u)Ultimately,customersaretheoneswithpower.b)Theyretheoneswhodefinewhatvalueisandhowitscreatedandprovided.8. Usingvaluechainmanagenwnt.managersseektofindthatuniquecombinationinwhichcustomersareoffere
21、dsolutionsthattrulymeettheirneedsandatapricethatcantbematchedbycompetitors.C. WhataretheCoalsofValueChainManagement?1. Agoodvaluechainisoneinwhichasequenceofparticipantsworktogetherasateam,eachaddingSOlnecomponentofvaluesuchasfasterassembly,moreaccurateinformation,orbettercustomerresponseandservicet
22、otheoverallprocess.2. Iliebetterthecollaborationamongvariouschainparticipants,thebetterthecustomersolutions.a)Whenvalueiscreatedforcustomersandtheirneedsanddesiresaresatisfied,everyonealongthechainbenefits.D. HowDoesValueChainManagementBenefitBusinesses?1. AsurveyOfinanufacturersnotedfourprimarybene
23、fitsofvaluechainmanagement:a) Improvedprocurementb) Improvedlogisticsc) Improvedprlucldevelopmentd) EnhancedcustomerordermanagementIII. HOVVISVA1.UECHAINMANAGEMENTDONE?A. Introduction1. NewsolutionsmaybeneededfortheCOntCmPOraryworkplaceintheformofanewbusinessmodelorastrategicdesignforhowacompanyinte
24、ndstoprofitfromitsbroadarrayofstrategies,processes,andaciivilies.2. Example-IKEAB. WhataretheRequirementsforSuccessfulValueChainManagement?1. Whatdocssuccessfulvaluechainmanagementrequire?(SeeExhibit15-2.)a)Therearcsixmainrequirementslistedbelow.2. Coordinationandcollaboration.a) Comprehensiveandsea
25、mlessintegrationamongallmembersofthechainisabsolutelynecessary.b) Allpartnersinthevaluechainmustidentifythingsthattheymaynotvaluebutthatcustomersdo.c) Sharingofinformationandanalysisrequiresopencommunicationamongthevariousvaluechainpartners.3. Technologyinvestment.a) Successfulvaluechainmanagementis
26、ntpossiblewithoutasignificantinvestmentininformationtechnology.b) Whattypesoftechnologyareimportant?Thekeytoolsincludesupportingenterpriseresourceplanningsoftware(ERP)systemthatlinksallofanorganizationsactivities,sophisticatedworkplanningandschedulingsoftware,customerrelationshipmanagementsystems,bu
27、sinessintelligencecapabilities,ande-businessconnectionswithtradingnetworkpartners.(2) Example.DellComputermanagesitssupplierrelationshipsalmostexclusivelyonline.4. Organizationalprocesses.a) Organizationalprocesses-thewayorganizationalworkisdone.b) Corecompetencies-theorganizationsuniqueskills,capab
28、ilities,andresources.c) Non-value-addingactivitiesshouldbeeliminated.(1) Wherecaninternalknowledgebeleveragedoimproveflowofmaterialandinfonnation?(2) Howcanwebetterconfigureourruthoworganizationalprocessesmustchange.(1) BetterdemandforecastingisnecessaryandPOSSibICbecauseofclosertieswithcustomersand
29、suppliers.（八）Example,WalmartandPfizerConsumerHeahhcarvcollaboratedtoimprovePr(KIUCldemandforecastinformation.TheirmutualeffortsIedtoaS6.5millionincreaseinWalmartssalesof1.isterine.(2) SelectedfunctionsmayneedtobedonecollaborativelywithotherpartnersinIhevaluechain.（八）Example,Sainl-GobainPCrfbrmanCCPl
30、astics.(3) Newmeasuresarcneededfbrevalua(ingtheperformanceofvariousactivitiesalongthevaluechain.(a) Managersneedabelterpictureofhowwellvalueisbeingcreatedanddeliverediocus(omers.(b) Example,NeslIcUSA-redesigneditsmeasurementsys(erniofocusononeconsistentSeloffac(rs,includingaccuracyofdemandforecastsa
31、ndp11lucti,nplans,on-limedeliver,andcustomerservicelevels.5. leadership.a) Successfulvaluechainmanagementisntpossiblewithoutstrongandcommittedleadership.(1) Managersmustmakeaseriouscommitmenttoidentifyingwhatvalueis.howthatvaluecanbestbeprovided,andhowsuccessful(hoseeffortshavebeen.b) lt,simportantt
32、hatleadersoutlineexpectationstorwhatsinvolvedintheorganizationspursuitofvaluechainmanagement.(1) Thisshouldstartwithavisionormissionstatementthatexpressestheorganizationscommitmenttoidentifying,capturing,andprovidingthehighestpossiblevaluetocustomers.(2) Beingclearaboutexpectationsalsoextendstopartn
33、ers.6. Employeeszhuinanresources.a)TlneemainhumanresourcesrequirementsforvaluechainmanagementareIlexibleapproaclws(ojobdesign,aneffectivehiringprocess,andongoing(raining.(1) Flexibilityisthekeydescriptionofjobdesigninavaluechainmanagementorganization.(a) Jobsneedtobedesignedaroundworkprocessesthatli
34、nkallfunctionsinvolvedincreatingandprovidingvaluetocustomers.(b) FocusneedsIobeonhoweachactivityperformedbyanemployeecanbestcontributetothecreationanddeliveryofcus(onwrvalue.(2) Flexiblejobsrequireemployeeswhoaretlexible.（八）Tlieorganizationshiringprocessmustbedesignedtoidentitythoseemployeeswhohavet
35、heabilitytoquicklylearnandadapt.(3) Theneedforflexibilityalsorequiresthattherebeasignificantinvestmentincontinualandongoingemployeetraining.(a) Managersmustseetoitthatemployeeshavetheknowledgeand100ktheyneedtodotheirjobs.(b) Example,AleniaMarconiSystem,basedinPortsmouth,England.7. Organizationalcult
36、ureandaltitudes.a)HavingculturalHIiIIIdeSthatincludesharing,collaborating,openness,Ilexibilily,mutualrespect,andtrust.(1) Thesealtitudesencompassnotonlytheinternalpartnersinthevaluechainhulexternalpartnersaswell.(2) ThiscanbedonewithlotsoffacetimearltelephonecallslikeAmericanStandarddoesorviacybersp
37、acelikeDell.（八）Bothapproachesreflecteachcompanyscommitmenttodevelopinglong-lasting,mutuallybeneficial,andtrustingrelationshipsthatbestineelcustomersneekingalwaystoharnesstechnologytoimproveoperationsmanagement.a)Example,McDonaldsboostedaccuracyby11%.2. Managersstillneedtorealizethattheorganizationsproductionactivitiesmustbemoreresponsive.a)OperaiionsmanagersneedsystemsIhalcanrevealavailablecapacity,statusoforders,andPr(KlUClqualitywhilePrOdUCgareinIheprocessofbeingmanufactured-notjustafterthefact.h)Operationsacrosstheenterprise,includingrnanufacluring,mustbesynchronized
