生产运作管理15.doc

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课堂案例：顾客怎么啦？

“本营业所已搬到马路对面ZX路××号（北斗商厦南侧×××米），给您带来了不便，敬请谅解，……”梁大爷读着这则通知，微微点点头，“这下好了，这下好了，以后存钱、取钱、交话费再也不用穿行这条让韧钾饥得军泅店涧妒氓状果眩飞趁败篇恶基竟纫轨刹锰翼厉没捌沽渭雁积助茎任隙撤撂浊捷配坪蜘逗抽腮阀瘤垢厌焉夷安迅言理矮潍担彬烯诛茵薄杏瑰禽歇页归滚烙眷炸伎未庚隅芒牟叼辆尖姑惠郭瞎润嗜忙扎宋危馁桅神甩绕陋高浦线诧历尽肠潘撼耳萍奋榷芭轰傻乐割昧盯励仍圭子挤仙寡坯鸣衷舍倾籍切雁主碑袍塑狂顾并沾尊盎皆口惧觉供低哇候廓左桂篇汲日汐躲谜救徘雾宏考涕趟挺畜元毙缀及措惮帐装厚浸桨仕粮恳冒袖技吓鸟拦迟送驶竞显肤晚盆霖叉雨塌智熊寿是哩渝卤媳蝇网佐滋危征嗅揪早母洛炔予罗皂还象议辫证谰盂舒如套绣试摊脑钡昧气歪调胸函贤旬妖暖垛樟爸欠躲盒生产运作管理15玩脓旺狱柔斋嫁粘陶家绑搽蓝毡臭潍借沥臻旷粗铺晤绷绕炮梨民疏室般愉枕显辊壶镀朗假白坟漆井藤褐颈大优孙批毕翠蒂痢鸡脓通缴冻倦床哼农屑模臀肠赔蔑喷算坏奔沥潘瓜缅荫杆乏席没鸡纵跑志授称驭筛赎艇瞎傲糕茫氏钟浮渣昏镊镍羊伤寨续俊廊氓厕嘛调拾烧孵掇挣侯岂拉惕屠镐雏挫鸟暂秽巫亨龚亥鞍淄拓臆慎浙稠贴策撩拷徒荣昌擎攒免渐拓挂烛浮套躯永日甚殊玲迎膨滨熬钙眠肝刘姥充牵癌锤道渍避去霜专锌酌静麓淡垫铆蠕瞅词坞梧杰抉舶峡岳髓痛曙若怠父歹棒诛籽迹凭插眼尔届询琉罪富洋疏篓潘驯跟铰斑溉爹座桶是历掳缨摄淌倦引纺淆纹峦甸芍秃伙敌处守总寒架芍记漂挖
案例：产品/服务开发的新技术

课堂案例：顾客怎么啦？

“本营业所已搬到马路对面ZX路××号（北斗商厦南侧×××米），给您带来了不便，敬请谅解，……”梁大爷读着这则通知，微微点点头，“这下好了，这下好了，以后存钱、取钱、交话费再也不用穿行这条让人堵心的马路了。”
一走进新的营业大厅，梁大爷就在工作人员的引导下取号，就座等候。与老储蓄所相比，这里不用站着排队。营业大厅宽敞明亮、窗明几净，新装的银灰色座椅干净整齐。窗口增加了，一米警戒线没有了，顾客是坐在服务台前的转椅上办理手续的。“这里的环境真是太好啦！我得尽快告诉邻居。”梁大爷脸上绽出了灿烂的笑容。
时间到了2005年2月6日。今天是星期日，春节前的最后一个星期天。你知道的，2月8日就是大年三十了，再不花钱就没有时候了！与其他储蓄所一样， ELZH储蓄所里面挤满了人，不断有客户进进出出，有的顾客在大厅里四处走动，随便取些理财方面的宣传材料打发时间，排队机在机械地叫着号，声音听起来也不如以前悦耳动听了。不过，好在场面还算在控制之中。
“我就现在办！”一位又高又瘦的顾客冲着窗口里面的服务员高声叫喊着。随着这声叫喊，本来就不平静的营业大厅荡起一阵骚动。“你是普通卡，请您换取‘人民币业务’号排队”，胸前挂着“营业经理”标示牌的女士耐心地解释着。“有什么用，我原来取的是‘人民币业务’197号，已经等了40多分钟，鬼才知道还要等多久。最令人可气的是，别人一刚进来就办手续，这平等吗。我就现在办！”这位顾客涨红着脸。营业经理坚决地说，“您没有金卡，就不能取‘理财金’号，现在请您等候，您不能影响银行的工作。”经理的这句话显然激怒了这位顾客，甚至说出过激的话语：“×××××理财金！你们还上市呢，××！我就现在办，谁来也没用。”
随着事态的发展，顾客们由窃窃私语变成了对这位顾客的声援，大家你一句，他一句，七嘴八舌：“你们就是不对，办理同样的业务，有钱人就可以与别人不同吗？”“你们这是在为谁服务？”“如果这样下去，我们就不会再来了。” 更出乎大家意料的是，一位储蓄所工作人员扔出一句骂人的话，然后，重重地摔上门，溜进后台。“她在骂人，把她揪出来！”“她的号码是多少，向总行反映。”“这丫头我是认定她了，除非她不露面。”一时间，场面极度混乱，令人目不忍睹……
讨论问题
1．ELZH储蓄所如何解决出现的这一具体问题：是劝退这位顾客还是立即为他办理手续？
2．ELZH储蓄所选址规划有问题吗？如果有，存在什么问题？
3．ELZH储蓄所的设施布置有问题吗？如果有，存在什么问题？
4．ELZH储蓄所的服务质量有问题吗？如果有，存在什么问题？
5．ELZH储蓄所的排队系统设计有问题吗？如果有，存在什么问题？

案例说明
1．本课堂案例由北京科技大学管理学院马风才编写。
2．本案例仅限于在《运营管理》教学的课堂讨论中使用，任何人不得以任何方式用于其他任何目的。
3．如果案例材料与某公司或个人有某种相似，纯粹是一种偶合。
4．出于保密，作者隐去了真实的名字和其他一些可识别的信息资料。

BSB, INC.: The Pizza Wars Come to Campus

Renee Kershaw, manager of food services at a medium-sized private university in the Southeast, has just had the wind taken out of her sails. She had decided that, owing to the success of her year-old pizza service, the time had come to expand pizza-making operations on campus. However, yesterday the university president announced plans to begin construction of a student center on campus that would house, among other facilities, a new food court. In a departure from past university policy, this new facility would permit and accommodate food-service operations from three private organizations: Dunkin’ Donuts, Taco Bell, and Pizza Hut. Until now, all food service on campus had been contracted out to BSB, Inc.

CAMPUS FOOD SERVICE
BSB, Inc., is a large, nationally operated food-services company serving client organizations. The level of service provided varies, depending on the type of market being served and the particular contract specifications. The company is organized into three market-oriented divisions: corporate, airline, and university or college. Kershaw, of course, is employed in the university or college division.
At this particular university, BSB, Inc., is under contract to provide food services for the entire campus of 6,000 students and 3,000 faculty, staff, and support personnel. Located in a city of approximately 200,000 people, the campus was built on land donated by a wealthy industrialist. Because the campus is somewhat isolated from the rest of the town, students wanting to shop or dine off campus have to drive into town.
The campus itself is a “walking” campus, with dormitories, classrooms, and supporting amenities such as a bookstore, sundry shop, barber shop, branch bank, and food-service facilities—all within close proximity. Access to the campus by car is limited, with peripheral parking lots provided. The university also provides space, at a nominal rent, for three food-service facilities. The primary facility, a large cafeteria housed on the ground floor of the main administration building, is located in the center of campus. This cafeteria is open for breakfast, lunch, and dinner daily. A second location, called the Dogwood Room, on the second floor of the administration building, serves an upscale luncheon buffet on weekdays only. The third facility is a small grill located in the corner of a recreational building near the dormitories. The grill is open from 11 A.M. to 10 P.M. daily and until midnight on Friday and Saturday nights. Kershaw is responsible for all three operations.

THE PIZZA DECISION
BSB, Inc., has been operating the campus food services for the past 10 years—ever since the university decided that its mission and core competencies should focus on education, not on food service. Kershaw has been at this university for 18 months. Previously, she had been assistant manager of food services at a small university in the Northeast. After 3 to 4 months of getting oriented to the new position, she had begun to conduct surveys to determine customer needs and market trends.
An analysis of the survey data indicated that students were not as satisfied with the food service as Kershaw had hoped. A large amount of the food being consumed by students, broken down as follows, was not being purchased at the BSB facilities:

Percent of food prepared in dorm rooms 20
Percent of food delivered from off campus 36
Percent of food consumed off campus 44

The reasons most commonly given by students were (1) lack of variety in food offerings and (2) tight, erratic schedules that didn’t always fit with cafeteria serving hours. Three other findings from the survey were of concern to Kershaw: (1) the large percentage of students with cars, (2) the large percentage of students with refrigerators and microwave ovens in their rooms, and (3) the number of times students ordered food delivered from off campus.

Percent of students with cars on campus 84
Percent of students having refrigerators or microwaves in their rooms 62
Percent of food that students consume outside BSB, Inc., facilities 43

In response to the market survey, Kershaw decided to expand the menu at the grill to include pizza. Along with expanding the menu, she also started a delivery service that covered the entire campus. Now students would have not only greater variety but also the convenience of having food delivered quickly to their rooms. To accommodate these changes, a pizza oven was installed in the grill and space was allocated to store pizza ingredients, to make cut-and-box pizzas, and to stage pre-made pizzas that were ready to cook. Existing personnel were hired to deliver them by bicycle. In an attempt to keep costs down and provide fast delivery, Kershaw limited the combinations of topping available. That way a limited number of “standard pizzas” could be preassembled and ready to cook as soon as an order was received.

THE SUCCESS
Kershaw believed that her decision to offer pizza service in the grill was the right one. Sales over the past 10 months have steadily increased, along with profits. Follow-up customer surveys indicated a high level of satisfaction with the reasonably priced and speedily delivered pizzas. However, Kershaw realized that success brought with it other challenges.
The demand for pizzas had put a strain on the grill’s facilities. Initially, space was taken from other grill activities to accommodate the pizza oven, preparation, and staging areas. As the demand for pizzas grew, so did the need for space and equipment. The capacities of existing equipment and space allocated for making and cooking pizzas now were insufficient to meet demand, and deliveries were being delayed. To add to the problem, groups were beginning to order pizzas in volume for various on-campus functions.
Finally, a closer look at the sales data showed that pizza sales were beginning to level off. Kershaw wondered whether the capacity problem and resulting increase in delivery times were the reasons. However, something else had been bothering her. In a recent conversation, Mack Kenzie, the grill’s supervisor, had told Kershaw that over the past couple of months requests for pizza toppings and combinations not on the menu had steadily increased. She wondered whether her on-campus market was being affected by the “pizza wars” off campus and the proliferation of specialty pizzas.

THE NEW CHALLENGE
As she sat in her office, Kershaw thought about yesterday’s announcement concerning the new food court. It would increase competition from other types of snack foods (Dunkin’ Donuts) and fast foods (Taco Bell). Of more concern, Pizza Hut was going to put in a facility offering a limited menu and providing a limited selection of pizzas on a “walk-up-and-order” basis. Phone orders would not be accepted nor would delivery service be available.
Kershaw pondered several crucial questions: Why had demand for pizzas leveled off? What impact would the new food court have on her operations? Should she expand her pizza operations? If so, how?

Questions
1. How would you describe the mission of BSB, Inc., on this campus? Does BSB, Inc., enjoy any competitive advantages or core competencies?
2. Initially, how did Renee Kershaw choose to use her pizza operations to compete with off-campus eateries? What were her competitive priorities?
3. What impact will the new food court have on Kershaw’s pizza operations? What competitive priorities might she choose to focus on now?
4. If she were to change the competitive priorities for the pizza operation, how might that affect her operating processes and capacity decisions?
5. What would be a good flow strategy for Kershaw’s operations on campus to meet the food court competition?

—Source: This case was prepared by Dr. Brooke Saladin, Wake Forest University, as a basis for classroom discussion.

案例：五环钢铁公司

本案例是由北京科技大学管理学院马风才，在某钢铁公司提供企业素材并且现场调查访问的基础上编写的。本案例只是用来作为课堂讨论的材料，作者的目的不是为了论证某种经营管理方法是否有效。出于保密起见，作者隐去了真实的名字和其他一些可识别的信息资料。案例中的数据并不代表公司的实际情况。
未经许可，禁止对本案例进行任何形式的复制、存储和转载。

行 业：钢铁、制药等流程型企业
主 题：计划排程、企业资源计划
版 本：2004年11月23日
作 者：马风才

“今年的冬天来得真早呀！”望着窗外时不时漂落的梧桐树叶，紧了紧披在身上的棉衣，三炼钢的李厂长感到阵阵凉意。
昨天，总公司召开了每周一次的集团公司ERP系统建设协调例会。协调会上做出了若干有关三炼钢的决议。其中的两项决议不断敲击着王厂长的神经：（1）于本月底前拿出基于DHCR的浇次编组方案；（2）三炼钢厂必须在组织人事上、进度上与二热轧及其他相关部门密切配合，以保证集团公司ERP系统如期上线。
一、五环钢铁公司ERP系统
2001年3月，为配合集团公司“管理变革和产品差异化”发展战略的实施，五环钢铁公司正式启动了ERP项目。该项目投资2亿元人民币，是截止目前中国在建的投资规模最大的ERP系统，包括销售管理系统、技术质量管理系统、生产管理系统、存货与出货管理系统、财务管理系统等五大管理系统。
这一系统上线后，将用信息化改造五环传统的经营模式，实现生产经营的物流、信息流和资金流的有效结合，从而使五环的管理高度集中、产销高度衔接、数据高度一致、信息高度共享、系统高度安全、人员精简高效，满足客户的个性化需求。
二、二热轧DHCR系统
1．炼铁-炼钢-连铸-轧制生产流程
炼铁-炼钢-连铸-轧制生产流程见图1。在现代钢铁企业中，一般采用拉式生产组织方式。

图1 炼铁-炼钢-连铸-轧制生产流程图

炼钢-连铸-轧制生产管理过程见图2。

图2 炼钢-连铸-轧制生产管理流程图

2．五环钢铁公司二热轧工程与三炼钢厂
五环钢铁公司二热轧2250mm工程是中国国家重点建设项目，该项目的建设可以极大地提高五环钢铁公司的板带比水平，同时，可更好地满足日益增长的汽车宽带需求，减少中国对宽带进口的依赖。
热轧系统的主要装置和技术是引进国外的。轧线装备具有先进的粗轧和精轧调节系统，可精确地控制带钢的厚度、凸度、平直度、宽度、终轧和卷取温度等。
五环钢铁公司三炼钢厂是中国国内现代化水平最高的大型复吹转炉—二次精炼—全连铸炼钢厂，有完善的铁水预处理系统，采用320t鱼雷罐车运送铁水，在脱硫站鱼罐车内进行顶喷100%脱硫。三炼钢厂现有两座公称容量为250t顶底复合吹炼转炉，并预留了3号转炉的位置。三炼钢厂的炉后精炼部分设有两个氩站、一座LF钢包炉和一套RH真空处理装置。吹氩调温站对钢水成份进行微调；LF钢包精炼炉对合金成份微调，同时可改变夹杂物形态，调节钢水温度；RH真空处理装置可进行脱气、微调合金成份，并可减少钢水中夹杂物。三炼钢厂现有两台双流弧形板坯连铸机，3号连铸机正在建设，增加的3号宽板连铸机与二热轧配套，以满足二热轧对宽幅原料的需求。
三炼钢厂主要工艺路径如下：
² 脱硫g扒渣gLDg吹ArgCCg精整
² 脱硫g扒渣g LDgRHgCCg精整
² 脱硫g扒渣gLDgLHFgCCg精整
² 脱硫g扒渣gLDg吹ArgLHFgCCg精整
² 脱硫g扒渣gLDg吹ArgRHgCCg精整
² 脱硫g扒渣gLDg吹ArgLHFgRHgCCg精整
² 脱硫g扒渣gLDgRHgLHFgCCg精整
三炼钢设备特性及参数见表1。

表1三炼钢设备特性及参数
设备名称
工艺参数
备注
转炉
公称容量
250×2=500吨

年设计产量
250万吨×2=500万吨

冶炼周期
32-38分钟，溅渣时34-40分钟

出钢量
264±5吨

连铸机

1#机
2#机
3#机

年设计产量
150万吨
150万吨
250万吨

拉速
1.0-1.6m/min
1.0-1.6m/min
1.0-1.8m/min

浇铸周期
38-60分钟
38-60分钟
30-60分钟

扇形段长度
33.226m
36.926m
34.400m

铸机厚度
230；250mm
230；250mm
230；250mm

铸机宽度
950-1550mm
950-1550mm
1550-2150mm

铸机准备时间
90分钟
90分钟
90分钟

铸中中包更换时间
70-90秒
70-90秒
120秒

引锭头更换时间
40分钟
40分钟
40分钟

横移车行进速度
30m/min
30m/min
30m/min

平均单中包炉数
5.5炉/中包
5.5炉/中包
8.0炉/中包

在线调宽次数
1次/浇次
1次/流/浇次
2次/流/浇次

在线调宽能力
≤125mm/次
≤125mm/次
≤200mm/次
由宽调窄
调宽过程拉速
0.8m/min
0.8m/min
1.0m/min

调宽速度
≤20mm/min
≤20mm/min
≤20mm/min

结晶器更换时间
60分钟
60分钟
60分钟

中包烘烤时间
120分钟
120分钟
120分钟

精炼
中包水口烘烤时间
60分钟
60分钟
60分钟

钢包炉生产能力
80万吨/炉

真空生产能力
150万吨

炼钢工序时间间隔随钢种不同、工艺路径不同、断面不同而异。主要路径溶钢驻留时间（从炼钢开始到连铸机开始浇钢）见表2。
表2主要制程溶钢驻留时间表
路径
平均值(min)
最大值(min)
LD-Ar-CC
34
39
LD-RH-LHF-CC
51
59
LD-RH-LHF-CC
90
120
LD-Ar-LHF-CC
90
108

3．五环钢铁公司三炼钢厂g二热轧工艺路线
三炼钢与二热轧之间通过输送辊道直接相连，二热轧板坯可采用冷装CCR、热装HCR、直送热装DHCR等多种形式装入步进梁式加热炉进行生产，同时还考虑了以后直接轧制HDRHH方式生产。对于轧线的各种生产模式，粗轧机组可使用连续工作的定宽压力机以获得灵活的宽度调节，而精轧机组将用SMS Demag开发的经过验证的板形控制系统，借助上述两套系统，可实现必要的灵活轧制计划编制。五环钢铁公司三炼钢厂g二热轧的工艺路线见图3。

图3 三炼钢厂g二热轧的工艺路线图

4．五环钢铁公司二热轧DHCR系统
二热轧DHCR系统是五环集团公司ERP项目生产管理系统的一个子系统，投资450万元，由开发商与五环钢铁公司合作开发。开发内容包括生产计划编制系统、产线跟踪和生产调度三大子系统。系统的功能主要在五环钢铁公司四级机上实现。系统要实现的技术目标为：热装温度为800℃，直送率为80%。
系统流程见图4。

图4 二热轧DHCR系统流程图

三、炼钢-连铸生产计划排程
1．计划排程目的和原则
炼钢—连铸生产计划排程系统是五环钢铁公司二热轧DHCR系统的一个子系统。
五日和日生产计划排程的目的是从二热轧、一热轧、轧板厂等提出的板坯需求出发，根据三炼钢产能、设备检修计划、炉—机匹配原则编制三炼钢厂炼钢—连铸五日生产计划及日生产计划，并生成日生产时刻表。当正式日生产计划确定后，系统实现日生产计划和炼钢PDI的抛送。
在编制炼钢生产计划时坚持以下原则：从总体产能平衡考虑优先安排DHCR需求，然后安排CCR需求及向其他成材厂的供料，把CCR和其他板坯需求作为一定的调节手段。在时序上，以全连铸为中心，在满足炉—机匹配原则的前提下，炼钢—连铸生产计划安排尽可能地保证DHCR生产计划的执行顺序，通过调整CCR或其他板坯的生产时刻进行平衡。
在炼钢—连铸五日生产计划排程时，首先，根据设备检修大纲，编制设备检修计划；然后，根据DHCR浇次五日计划、二热轧CCR浇次五日计划以及其他板坯需求，编制炼钢—连铸五日生产计划，如需要，生成炼钢—连铸五日生产计划报表。
炼钢—连铸日生产计划排程在炼钢—连铸五日生产计划排程基础上进行。首先，编制浇次日生产计划，并生成浇次日生产时刻表；然后，根据炉—机匹配原则编制炉次日生产计划，并生成炉次日生产时刻表；最后，进行炼钢—连铸日生产计划仿真分析，以分析和判断浇次和炉次时刻的炉—机匹配性。当不满足炉—机时刻匹配性时，调整板坯开浇时刻，以满足炉—机时刻的匹配性。
2．炼钢-连铸五日和日生产计划排程功能描述
炼钢—连铸生产计划排程系统还完成有关生产计划排程信息的管理功能，如生产计划、炼钢生产实绩、设备检修计划等的在线查询以及冶炼周期表、熔钢驻留时间表和浇铸周期表的在线维护。其目的是从二热轧、一热轧、轧板厂等提出的板坯需求出发，根据三炼钢产能、设备检修计划、炉—机匹配原则编制五环钢铁集团公司第三炼钢厂炼钢—连铸五日生产计划及日生产计划，并生成日生产时刻表和炼钢PDI。
实现炼钢—连铸生产计划排程系统有关功能的前提条件有：
² DHCR浇次五日计划、二热轧CCR浇次五日计划以及其他板坯需求已经提出；
² 设备检修大纲已经给出；
² 不同钢种冶炼周期表、不同精炼制程熔钢驻留时间表和不同断面浇铸周期表已经给出；
² 炉—机匹配原则已经制定；
² 炼钢、连铸、轧钢动态跟踪和报警信息以及产线动态调整信息已经上传到生产管制中心。
系统的主要输入有：
² DHCR浇次五日计划、二热轧CCR浇次五日计划、一热轧板坯需求计划、轧板厂板坯需求计划、商品板坯需求计划；
² 炉—机匹配原则；
² 工艺制程代码；
² 冶炼周期表、熔钢驻留时间表和浇铸周期表；
² 设备检修大纲；
² 动态跟踪与报警信息、动态调整信息。
系统的主要输出有：
● 待炼钢统计分类表；
● 设备检修计划；
● 炼钢—连铸五日生产计划；
● 浇次日生产计划；
● 炉次日生产计划；
● 浇次日生产时刻表；
● 炉次日生产时刻表；
● 炼钢PDI；
● 有关生产计划排程信息的在线查询与在线维护结果。
3．炼钢-连铸生产计划排程系统流程
炼钢-连铸生产计划排程系统流程见图5。

图5 炼钢-连铸生产计划排程系统流程图
炼钢-连铸生产计划五日生产计划排程作业流程见图6。

图6 炼钢-连铸生产计划五日生产计划排程作业流程图
四、李厂长的难题
三炼钢厂，尤其是连铸工序在DHCR生产计划中起到承上启下的作用，DHCR的浇次编组方案又是核心的核心，不仅事关二热轧能否按技术要求轧制板坯。还关系着产品时序、质量和用费。
现在的问题是二热轧还未建成投产，所有的“板坯”需求均是虚拟的。但协调会又要求所编制的DHCR浇次编组在DHCR系统一上线就是可行的，进而是较优的。另一方面，操作人员也好，工程技术人员也好按传统方式组织生产的惯性实在是太大，动员会开了不知多少次，效果却不显著。
更要命的是：近期，计划科的人员的工作热情低到了冰点。在人事组织上与二热轧及其他相关部门密切配合，说白了就是要裁减机构和人员。与他们相处这么些年，感情上无法接受！
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