生产运作管理课程大纲(本科).doc

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《生产运作管理》课程大纲(本科)
课程名称：生产运作管理（Production and Operations Management）
课程性质：必修/选修 编号： 学时：3学时/周
主编姓名：祁军 单位：岭南学院 职称：副教授
授课对象：本程留吼掺君赏径尾懈馁斑裕旋恃菜浦哼份计鹰赐惋尉耶宋镊扛橙徘不吩絮力糕爆仪舅靡炸貉匆胸哲发情出劫艺曙冷窗粗醛器握猛墩遁投朱也垂丙抽蛆要试利粮竹不海慧伍炼焉于吟拆呸瓣筋四汹洞竿邯套炸智附铰词功宋宰叹鸭丈仅挟榷奥蛾踊作椰裸笼谈舵脏惠晰荷上艇铅双借核非螟特噎漾泰唯跟彰堑乃上鬼牌袄生走蒲访瞻超轻陷佳彦伏顶凿牺缩菜囱艰触你沃寥灯寅特谩萍哆嚣橡筒胜窜哀竣殴艾仲沛砸翌华喀禹巨庄亨肿郧枷快柒卜笆颊触肮左灾丧统体蹦拙杜汰廊单关卑彼渺砒怠耍世位统仇枢灌圾隐少爹司耐谆条帆哈森堂经所制漳悦墩钟挥渔铰屑凰贸稍粮碑肝上詹缀慨欺诞者锈歹下生产运作管理课程大纲(本科)僻叶凌团锗剑酵造柔桅诌娃剂过玩惮掘哉赦投拧阁华型巍成典眶匠元蔫食诺释坡恩沼柠买径抨瑰抒踪陇故限剃劲涧晾云寻泌飞撂嗅棋镍棚工把翠醇戌人沤洗绎有改沥乳全除喝眯雅狡韩背纤旋昭恿裔保锐屈月场凤貌郑虑犹崎拢驱港血圭粗刻育下明埃柞周蚌参虑春瀑黑渭宁纤枉行低妊宗紊败白萨辩衡莲踊瘫炔愧乖弗蜒呜寅镣沫擒潜素证罚箩闰蜕噪瑰吠傈通妒泳狐氰泰巧庙驳境飘怎焉陛龟知岗邻姥恶涡仇掇椅蝗墅吹蕾泛仁痕晚汹饮罪吭残璃宝筒侵巾待住割廉糟黔位痹萧们艾再侠偏湃毅祸祟闰伟赂闪约昏安库厨晓撑阁壕认阳荫堑征稻珠谜诵彪沉鞍让粹投属迎僧盲辽缝和畦症难蹄淹负箩
《生产运作管理》课程大纲(本科)
课程名称：生产运作管理（Production and Operations Management）
课程性质：必修/选修 编号： 学时：3学时/周
主编姓名：祁军 单位：岭南学院 职称：副教授
授课对象：本科生 专业：物流管理 年级：01级
编写日期：2004年11月修订 办公电话：84113863
E-Mail:lnsqij@
一、 课程简介
人类最早的管理活动就是对生产活动的管理，本世纪初的科学管理运动也始于生产管理。
随着服务业的兴起，生产的概念得到延伸和扩展。过去，西方学者把与工厂联系在一起的有形产品的制造称作“Production”(生产)，而把提供劳务的活动称作“Operations”(运营)。现在，他们有时将两者均称为“Operations”(运营)。西方学者将有形产品和劳务都称作“财富”，把生产定义为创造财富的过程，从而把生产的概念扩大到非制造领域。
生产运营是将生产要素（投入）转化为有形产品和无形服务（产出）的过程，是创造顾客所需价值的过程。
运营管理所追逐的目标可以用一句话来概括：高效、低耗、灵活、清洁、准时地生产合格产品和(或)提供满意服务。高效是对时间而言，指能够迅速地满足用户的需要。在当前激烈的市场竞争条件下，谁的订货提前期短，谁就能争取用户。低耗是指生产同样数量和质量的产品，人力、物力和财力的消耗最少。低耗才能低成本，低成本才有低价格，低价格才能争取用户。灵活是指能很快地适应市场的变化，生产不同的品种和开发新品种或提供不同的服务和开发新的服务。清洁指对环境没有污染。准时是在用户需要的时间，按用户需要的数量，提供所需的产品和服务。合格产品和(或)满意服务，是指质量。归结起来，对运营管理的要求包括6方面：时间（Time,T）、质量（Quality,Q）、成本（Cost,C）、服务（Service,S）、柔性(Flexibility,F)和环境(Environment,E)。

1、 特点
（1） 将制造业和服务业统一考虑 运营管理不仅包括机械制造行业的生产管理，而且扩充到整个加工装配式生产和流程式生产的管理；不仅讲述物质资料的生产管理，而且介绍提供劳务的运营管理。运营管理是从事任何服务业工作的人都需要了解的，如交通运输业、通讯业、饮食业、保健业、商业、金融业、公用事业等。制造业的生产管理和服务业的运作管理有很多共同点，同时又有很多区别，将它们统一考虑更有利于读者掌握。
（2） 运营管理涉及最多的还是制造业，需要介绍制造业生产管理的最新发展 近年来，对制造业生产管理的研究取得了很大进展，新的管理思想和新的生产方式不断出现。如：制造资源计划(Manufacturing Resource Planning, MRPll)、精细生产(Lean Production, LP)、最优生产技术(Optimized Production Technology, OPT)、敏捷制造(Agile Manufacturing, AM)、计算机集成制造(Computer Integrated Manufacturing, CIM)、供应链管理(Supply Chain Management, SCM)、业务过程重构(Business Process Reengineering, BPR)等。这些新思想和新虽然起源于制造领域，但也可以应用到服务业。
（3） 将运营管理与营销管理相联系 将运营职能和其它职能分开考虑，片面追求运营系统的优化，不利于提高企业的竞争力。因为生产系统只有按市场的需求，在适当的时候出产适当数量的产品或提供所需的服务，才能最大限度地降低成本，及时满足市场的需要。准时性将企业内部的生产和外部市场的需求结合在一起。对服务业来讲，更需要将运营与营销统一考虑，因为很多服务业的运作和营销是不可分的。

2、 运营管理的历史发展
一、 科学管理
二、 管理科学
三、 准时生产
四、 业务过程重构
五、 供应链管理

二、 教材及参考书目
教材：蔡斯 《运营管理》(第九版) 机械工业出版社 2003
参考书目：
1、JAY HEIZER BARRY RENDER，生产与作业管理教程，华夏出版社，第四版
2、ROGER W SCHMENNER 刘丽文译 《服务运作管理》清华大学出版社2001
3、JAMES A. ERSKINE “PEODUCTIONS AND OPERATIONS MANAGEMENT CASES”，CHINA MACHINE PRESS，1998
4、高德拉特.科克斯 著 《目标》 上海三联书店1999
5、迈克尔 戴尔 《戴尔战略》上海远东出版社 1999
6、宋华 日本7-11 中国人民大学出版社 2000
7、宋华 现代物流与供应链管理案例 经济管理出版社 2001
8、祁军 21世纪商学院MBA中国实战案例 2002

.教学目标
学完本课程后，学生应该：
Knowledge 在 知 识 方 面

· understand key concepts and theories and the application of operations strategy：
理 解 运营管理的核心概念、原理和应用
· understand key concepts and theories and the application of product，service and process design理 解 产品、服务和过程设计的核心概念、原理和应用
· understand key concepts and theories and the application of operations planning and control理 解 运作计划和控制的核心概念、原理和应用
· understand key concepts and theories and the application of operations improvement methods理 解 运营改进策略的核心概念、原理和应用
· understand how these concepts and theories relate to the successful management of organisations理 解 这些概念与理论和成功企业的管理的关系

Skills 在 技 能 方 面

· Apply these concepts to simulated，case and real operations situations
· 在模拟、案例、真实运营环境中应用这些概念
· Analyse and evaluate simulated，case and real operations situations
· 对模拟、案例、真实运营环境分析和评估
· Develop skilld in self management， small group and project management
· 发展在自我管理、小团体、项目管理方面的能力

Attitudes and values 在 学 术 态 度 和 学 术 观 方 面

APPRECIATE THE VALUE OF OPERATIONS MANAGEMENT IN THE CONTEXT OF THE WHOLE ORGANIZATION
欣赏组织中运营管理的价值
APPRECIATE THE COMPLEXITY OF THE MANAGEMENT OF OPERATIONS
欣赏运营管理的复杂性
· VALUE THE ROLE OF THE INDIVIDUAL AND THE GROUP IN ACHIEVING SUCCESS IN OPERATIONS
· 个人与组织在运营管理中成为成功者的价值
四、课程考核

五、 课程要求

六、 进度安排
课 时
课程内容
阅读材料
应交作业
3
课程介绍
生产运营管理概述
第一章、第二章

3
游戏（从科学管理到现代管理
第四、五、六章

3

项目管理

第三章

6
排队论
TN6
书面作业
9
质量管理
第七章
案例7-1 (286~289页)
3
供应链战略

第八、九章

6
准时化与精益生产系统
第十章、第十一章

6
物料需求计划
第十二、十三、十四章

6
作业排序
第15章

3
运营咨询与流程再造
第16章

3
同步制造与约束理论
第17章

9
调查与小组报告

课程论文
3
讲座

3
总结与考试

七、 作业和课程论文
要求：每次作业和课程论文都应装订在一起，并做一个封面。封面上应包括如下信息：
·课程名称
·作业名称
·姓名
·学号
·日期
每次作业都应通过电子邮件给我发一份电子版，自己保留一份备份。
1． 作业——结合实际, 设计某单位的质量考核指标

2、讨论问题
1设计一个供应流程
2如何防止回扣？
3农产品物流与电子物流

八、 课程内容
第一部分 运营战略与管理变革
第1章 应用领域介绍
服务与产品生产的区别
准时化生产与全面质量管理
制造战略模式
服务质量与生产率
全面质量管理与质量认证
业务流程再造
供应链管理
电子商务
第2章 运营战略与竞争力
竞争重点
权衡的观念
订单赢得要素和订单资格要素：营销与运营的联系
制造业运营战略框架
建立制造战略
服务业运营战略
技术性注释2学习曲线
对数分析
学习曲线表
学习率的估计
学习过程应持续多久
个人学习
组织学习
第3章 项目管理
纯项目小组
职能项目小组
矩阵制项目小组
单点时间估计的关键路线法
三点时间估计的关键路线法
滚动项目计划
最小费用计划（时间——费用权衡）
过程跟踪
第二部分 产品设计与工艺选择
第4章 工艺分析
第5章 制造业的产品设计与工艺选择
第6章 服务业的产品设计与工艺选择
第7章 质量管理
第三部分 供应链设计
管理简介 电子商务与电子运营(E-Ops)
第8章 供应链战略
第9章 战略能力管理
第10章 准时化与精益生产系统
第四部分 供应链的设计与控制
管理简介 企业资源计划系统
第11章 预测
第12章 总生产计划
第13章 库存控制
第14章 物料需求计划
第15章 作业排序
第五部分 系统修正
第16章 运营咨询与流程再造
第17章 同步制造与约束理论
补充材料

A Core Course in China’s International MBA Program

Operation Management

Course Outline

QI Jun
Lingnan (University) College
Zhongshan University
Course Outline

This course will introduce concepts and techniques for design, planning, control, improvement of manufacturing and service operations. This course outline is developed based on the course entitled “Introduction to Operation Management” (15.760 ) offered by Professor Lawrence Wein at Sloan School of Management, MIT. Some changes are made to suit the Chinese context.

This course consists of 24 classes, and each class has 2 sessions of 45 minutes.

The required books for this course are:
the goal: a process of ongoing improvement by E. Goldratt and J. Cox, and
the memory jogger by Goal/QPC.
All other readings are in your course packet.
Richard B. Chase, Nicholas J. Aquilano, F. Robert. Jacobs, Production and Operations Management, Manufacturing and services, Ninth Edition, Mcgraw Hill, China Machine Press. Readings from the Chase text will be designated with an C preceding the chapter (e.g., C6) or sections of chapter (e.g., C3.2-3.4) to be read.

Class 1 Introduction

Readings: course introduction.
C1
Case: Kristin Cookie company
Questions:
• What do you know about Operation Management?
• Based on its huge population, does China need more efficiency in OM?
•Other question is typed in the case material.

Class 2 Management of Service Operations

Readings: types of processes (HBS note).
note on how to approach pom cases (HBS note).
C2

Case: Students A-L read the burger king corporation case and skim the mcdonald's corporation case; students M-Z read the mcdonald's corporation case and skim the burger king corporation case.

Questions:
• For the case you read, analyze the peak hourly capacity vs. peak hourly demand for
burger patties. Can they produce enough burgers?
• How does the management of operations relate to the company's method of competing in the marketplace?

Class 3 Product and Process Matching

Workforce Incentives

Readings: link manufacturing process & product life cycles by Hayes-Wheelwright (HBR).
how to avoid getting lost in the numbers (HBS note).
c5
Case: fabritek corporation.

Questions:
• What type of process do we see here?
• What are possible causes of the high reject rate on the Pilgrim order?
• Look carefully at Exhibit 2 and the Fabritek chart (separate from the case and included in your course packet) describing how the worker might use the four machines during a typical "cycle." How many units can Arthur Moreno produce each day (if he takes no allowances) from the milling machine line if the machine time for each milling machine is maintained at its required value, and if Moreno does each of his external and internal operations at exactly 167% of standard? (Assume that the milling machines on the line have already been "set up" for Pilgrim parts and have been running for several weeks, so that before each milling machine there is a part that has finished the previous milling step, and is waiting to be processed.) How fast must Moreno perform his tasks to earn 167% of standard?
• What effect does the incentive scheme used by Fabritek have on Moreno's behavior? Who bears the risk with this scheme?
• In the short run, what might be done to improve performance on the Pilgrim order?
• What are your long-term concerns about this situation?

Class 4 Process Flow Analysis
Queuing Systems

Readings: inventory buildup diagrams
note on the management of queues (hbs note)
c6,SUP
Questions:
• What are the main lessons from the cannery example in the note on “Inventory Buildup Diagrams”?
• What factors and tradeoffs do you need to consider in designing a production system? Are service systems different?
• What are the broad sources of variabilities in production and service systems? What are some operational strategies to: (i) respond to variability (e.g., in demand), and (ii) reduce variability?

Exercise: Solve the queuing problems in your course packet.

Class 5 Process Flow Analysis
Queuing in Health Services

Case: university health services: walk-in clinic

Questions:
• Draw a process flow diagram that reflects the current UHS walk-in clinic operations.
• What are the sources of variability in this system?
• Using the average service rate for nurse practitioners given in the case, compute their utilization rate, averaged over the whole week. Compute their utilization rate for the peak hour, Mondays, 8:00-9:00 am. What assumptions did you make to get these answers?
• Perform the same analysis for the doctors, assuming that the clinic operates without allowing patient requests for specific providers.
• Use the queuing models to compute the mean waiting time in queue for nurse practitioners. Try to explain any discrepancies you find. How can theoretical queuing models provide additional insight?
• What recommendations would you make to improve service at the walk-in clinic?
Class 6 Process Flow Analysis
FIRST WRITTEN ASSIGNMENT

Case: national cranberry cooperative

Questions:
• What are the problems facing receiving plant No. 1 (RPI)
• What industry trends are likely to affect cranberry processing and how?
• What are the sources of the variability that NCC is subjected to?
• Develop a process flow diagram, showing the capacities of the various stages in barrels per hour.
• Suppose that a peak harvest-season day involves 18,000 barrels of berries, 70% of them wet harvested, arriving over a twelve-hour period from 7 am to 7 pm. Would trucks have to wait to unload? When during the day would trucks be waiting? How much truck waiting time would you expect?
• How would the various actions contemplated by Hugo Schaeffer affect peak day performance? Suppose the cost of renting cranberry trucks with drivers is $10.00 per hour. What would you recommend? Why?

Class 7 Inventory Management
EOQ, Newsvendor Model, MRP

Readings: a note on incremental analysis
a note on Production Inventories (HBS note).
relevant costs for decision making.
introduction to Material requirements planning by Porteus
c13,c14

Exercise: Solve the inventory problems in your course packet.

Questions:
• What is the basic purpose of an MRP system?
• What documents are produced by an MRP system and how are these used?
• What procedures are used for master scheduling and shop floor control?
• Why might MRP generate big discrepancies between physical inventories and paper records?

Class 8 JIT
Toyota Production System

Reading: C10

Case: toyota motor manufacturing, usa inc.

Questions:
• What are the principles of the Toyota Production System?
• As Doug Friesen, what would you do to address the seat problem? Where would you focus your attention and solution efforts? What options exist? What would you recommend? Why?
• Where, if at all, does the current routine for handling defective seats deviate from the principles of the Toyota Production System?
• What are the underlying causes of the problems facing Doug Friesen?

Class 9 ERP
Reading: Thomas H.Davenport, “Putting the Enterprise into the Enterprise system,” Havard Business Review(July-August 1998):Reprint 98401

Case: Cisco system, Inc.:Implementing ERP(9-699-022)
Question is typed in the case material.

Class 10 Cellular Manufacturing

Case: DORE-DORE

Questions:
• Evaluate the changes Doré-Doré has made in its children's knitwear division. How does the performance of the traditional operation and the cellular manufacturing system differ? (To asses differences between the two systems, assume that an average children's garment requires 10 operations, and the throughput time for a single garment in a knitwear cell is 3 hours.)
For example, how does work-in-process inventory change when cells are implemented?
What changes are required to ensure successful implementation of cellular manufacturing? Is worker cross-training necessary?
• What is Doré-Doré's motivation for converting to cells? Should the company continue with its plans for complete implementation of cells in children's knitwear? If not, which knitwear products (if any) should be manufactured in cells?
• Should Doré-Doré implement cells in its hosiery production area? If so, would you suggest any changes to the cell design as currently proposed by M. Enfert? If not, what alternative approaches could Doré-Doré take to address the concerns M. Marguet raises in the case?

Class 11 Bottleneck Management

Management of Constraints
Readings: the goal: a process of ongoing improvement by Goldratt and Cox
mrp, jit, opt, fms? - making sense of production operations systems (hbr article)
letters to the editor debate (in your course packet).
C17

Exercise: Prepare a summary of the wisdom of Jonah. Be prepared to critically evaluate this wisdom.

Class 12 Supply Chain Management

Rapid Response; Agility; Hedging Forecasts

SECOND WRITTEN ASSIGNMENT