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Production and OperationsChapter5Chapter高等学校英语拓展系列教程高等学校英语拓展系列教程主 编：任书梅 王璐副主编：曹颖外语教学与研究出版社外语教学与研究出版社第1页Production and OperationsChapter5ChapterChapter 5生产与运作Production and Operations第2页Production and OperationsChapter5ChapterlQualityManagement 质量管理Lecture OutlinelWhatIsProductionandOperations?什么是生产与运作？lPlantLocation厂址选定 lProductionProcesses生产工艺lMaterialsManagement,PurchasingandInventoryControl物料管理、采购、库存控制lControllingProduction:Scheduling 控制生产：制订计划lProductivity 生产率lModernProductionTechniques当代生产技术第3页Production and OperationsChapter5ChapterlHowdoyourparentsoryoumakedumplings?Canyoudescribethewholeprocesshowtoprepare,whatingredientsareneeded,howtomakethefillings,andwhatthestepsarethatleadtothefinalproducts?lHowdotheclothingfactory,restaurant,andbakeryrespectivelyproducetheirproducts?Doestheuniversityalsoproduceitsproducts?Why?Lead-in Activities第4页Production and OperationsChapter5ChapterFirst,makethefilling.Youcanchooseyourfavoritemeat,saypork,beef,ormutton,chopitupandmixitwithchoppedvegetables.Meanwhileyouhadbetterputinseasoningssuchassalt,soysauce,pepper,choppedgreenonionandgingertogetyourfavoriteflavor.Stirtheingredientsinacontainerwelltomakethemevenlymixed.AdditionalAdditional Info InfoLead-in Activitiesl How to Make Dumplings?第5页Production and OperationsChapter5ChapterSecond,makethedough.Youshouldmeasureyourwheatflourtogowiththefilling,putitinacontainer,pourwaterhitbybit,stirittomakeitsticky,thenletitrestforabout20minutes.Afterthatyoucancutpartofthedoughandputitonboard,kneaditandcutitintosmallpieces.Youpresseachpiecewiththepalmofyourhandslightlyandthenrollitwitharollingpinintoaroundpiece.AdditionalAdditional Info InfoLead-in Activitiesl How to Make Dumplings?第6页Production and OperationsChapter5ChapterFinallycomesthestageoffoldingthedoughtomakedumplings.Youshouldholdadoughpiecehorizontallyinyourlefthand,putasuitableamountoffillingontothecentralpart,foldthesidearoundthefilling,presstheupper-centralpartofitfirmlyandmakefirmandnicelacefromlefttorightaroundthefoldedgetomakeyourfinishedproductbetter-lookingandfreefromleakage.AdditionalAdditional Info InfoLead-in Activitiesl How to Make Dumplings?第7页Production and OperationsChapter5ChapterIntroduction of POM Production and operations management(POM)isthemanagementofanorganizationsproductionsystem.Aproduction system takesinputsandconvertsthemintooutputs.Theconversion process isthepredominantactivityofaproductionsystem.Theprimaryconcernofanoperations manager istheactivitiesoftheconversionprocess.AdditionalAdditional Info Info第8页Production and OperationsChapter5ChapterWhat Is Production and Operations?l Production Productionistheprocessoftransforminginputssuchasrawmaterialsintooutputssuchasgoodsandservices.Productionisnotlimitedtothemanufactureofgoods;itappliestoboththeserviceandthemanufacturingsectorsoftheeconomy.第9页Production and OperationsChapter5Chapterl Manufacturingl Operations Manufacturingmeansmakinggoodsbyhandorwithmachineryasopposedtoextractingthingsfromtheearth(mining,fishing);servicesarenotmanufactured.Operationsarethefunctionsneededtokeepthecompanyproducing,literallyanyfunctionorseriesoffunctionsintroducedtocarryoutastrategicplan.What Is Production and Operations?第10页Production and OperationsChapter5Chapterl Production ProcessProductionprocessinvolvesthreephases:(1)input,(2)transformation,and(3)output.What Is Production and Operations?第11页Production and OperationsChapter5Chapterl InputsTheinputsarethoseresourcesthatwillbeneededtoproducethedesiredgoodsorservices.Inputsmaterial inputs human inputsother input considerations What Is Production and Operations?第12页Production and OperationsChapter5Chapterl TransformationTransformationconsistsofthoseproductionactivitiesthattaketheinputsandcombinetheminsomespecialwaytoproducetheoutput.What Is Production and Operations?第13页Production and OperationsChapter5Chapterl OutputTheoutputisthefinalresultoftheproductionprocess.What Is Production and Operations?第14页Production and OperationsChapter5ChapterInwhatwaymighttheproductionprocessformanufacturingautomobilebesimilartothatformakingtelevisionsets?Doallproductionprocesseshavethesamethreephasesofinput,transformation,andoutput?Explainusingexamples.l Questions for DiscussionWhat Is Production and Operations?第15页Production and OperationsChapter5ChapterPlant LocationMostcompanieswillchooseasitebasedonsuchimportantfactorsas:lCustomerlocationlSourceofrawmaterialslLaborsupplylPowerandwaterlCommunityenvironment第16页Production and OperationsChapter5Chapterl Customer LocationFirmsthatmustlocateclosetotheircustomersare:thoseproducingperishableitemslikebreadandcake;thoseinindustrieswherecompetitiveadvantagedependsonrapiddelivery;thosethatsellheavyorbulkyproducts,suchasbricksorautomobiles.Plant Location第17页Production and OperationsChapter5Chapterl Source of Raw Materials Steelmillsplacetheirplantsneartheirsourceofrawmaterials.Firmsinthefood-canningbusinesslocateneartheirrawmaterialsbecauseoftheperishabilityfactor.Plant Location第18页Production and OperationsChapter5Chapterl Labor Supply Allproductionoperationsrequiresomemanpower.Firmsshouldlocatetheirfacilitiesatleastwithincommutingdistanceofthepeoplewhowillsupplyit.Thisisespeciallyimportantinthecaseofthosecompaniesthatneedhighlyskilledpeople.Plant Location第19页Production and OperationsChapter5Chapterl Power and Water Somefirmssuchasaluminum,chemical,andfertilizercompaniesmustlocateinareashavingsufficientpowertomeettheirneeds.Otherfirmsrequirealocationnearwater,suchascompaniesthatmakepaper.Plant Location第20页Production and OperationsChapter5Chapterl Community Environment Inplantlocationthecompanyalsoneedstolookattheservicesavailableinthecommunity.Somecitiesandtownswillofferlowtaxes.Othersofferfineeducationalsystemsandcomfortablelivingconditions,suchascleanair,cleanwater,andalowcostofliving.Andsomewillprovidespecialservicestoabusinessthatwilllocatethere,suchasextendingthecitywaterandseweragelinesouttotheplantforfree.Plant Location第21页Production and OperationsChapter5ChapterWhenwouldyouexpectafirmtosetupitsplantclosetoitscustomers?Doallcompanieslocateneartheirsourceofrawmaterials?Whyorwhynot?Ofthefivefactorslistedinthissection,whichismostimportantinchoosingtheplantlocation?Plant Locationl Questions for Discussion第22页Production and OperationsChapter5ChapterProduction ProcessesThereareseveraldifferentprocessesthatmanufacturersusetoproducegoods.Themanufacturing process meansphysicallyorchemicallychangestomaterials.Theassembly process putstogethercomponentstomakeaproduct.Thesetwoprocessesarecalledsynthetic systems.第23页Production and OperationsChapter5Chapterl Synthetic Process Thesyntheticprocesseitherconvertsrawmaterialsintootherproducts(manufacturingprocess)orcombinerawmaterialsorpartsintoafinishedproduct(assemblyprocess).lAnalytic ProcessAnanalyticprocessbreaksdownrawmaterialsintocomponentstoextractotherproducts.Production Processes第24页Production and OperationsChapter5ChapterlContinuous ProcessAcontinuousprocess(连续性加工)isoneinwhichmassiveproductioniscarriedoutovertime.Itisaflowproductionmethodusedtomanufacture,produce,orprocessmaterialswithoutinterruption.Productionworkersincontinuousproductioncommonlyworkinrotatingshifts.Production ProcessesProductionprocessesareeithercontinuousorintermittent.第25页Production and OperationsChapter5Chapterl Intermittent Process Anintermittentproductionprocessusesthecustomersorderstoproducegoods.Theprocessisnotcontinuous.Manufacturersofcustom-designed(为用户定制)furniturewoulduseanintermittentprocess.Computers,robots,andflexiblemanufacturingprocessesallowfirmstoturnoutcustom-madegoods.Production Processes第26页Production and OperationsChapter5ChapterCanyouexplainthedifferencesamongthefollowingconcepts:manufacturingprocess,assemblyprocess,analyticprocess,continuousprocess,andintermittentprocess?Giveexamplestoillustratetheproductionprocesses.l Questions for DiscussionProduction Processes第27页Production and OperationsChapter5Chapterl Materials ManagementMaterialsareinputstoproductionormanufacturing.Materials requirements planning(MRP)isacomputer-basedsystemthatusessalesforecaststomakesurethatneededpartsandmaterialsareavailableattherightplaceandtherighttime.Material,Purchasing and Inventory Control第28页Production and OperationsChapter5Chapterl Materials ManagementMRP II,anadvancedversionofMRPthatallowsplantstoincludealltheresourcesinvolvedintheefficientmakingofaproduct,includingprojectedsales,personnel,plantcapacity,anddistributionlimitations.MRPIIiscalled,incontrast,manufacturing resource planning(制造资源计划)becausetheplanninginvolvesmorethanjustmaterialrequirements.Material,Purchasing and Inventory Control第29页Production and OperationsChapter5Chapterl Materials ManagementEnterprise resource planning(ERP)(企业资源计划),thelatestversionofMRP,isacomputer-basedproductionandoperationssystemthatlinksmultiplefirmsintooneintegratedproductionunit.ERPismuchmoresophisticatedthanMRPIIbecauseitmonitorsprocessesinmultiplefirmsatthesametime.Material,Purchasing and Inventory Control第30页Production and OperationsChapter5Chapterl Materials ManagementSuchprogramswilllinksuppliers,manufacturers,andretailersinacompletelyintegratedmanufacturinganddistributionsystemthatwillbeconstantlymonitoredforthesmoothflowofgoodsfromthetimethattheyareorderedtothetimetheyreachtheultimateconsumer.Material,Purchasing and Inventory Control第31页Production and OperationsChapter5Chapterl PurchasingPurchasingisthefunctioninthecompanythatsearchesforqualitymaterialresources,locatesthebestsuppliers,andnegotiatesthebestpriceforqualitygoodsandservices.Therelationshipbetweensuppliersandmanufacturersismuchcloser,withsuppliersoftenlocatingtheirfacilitiesnearthemanufacturer.Material,Purchasing and Inventory Control第32页Production and OperationsChapter5Chapterl PurchasingThepurchasingdepartmentisresponsibleforlocatingsuchsuppliers,negotiatinglong-termcontractswiththemwiththebestprice.Material,Purchasing and Inventory Control第33页Production and OperationsChapter5Chapterl Inventory ControlInventoryreferstoalistofgoodsandmaterialsheldavailableinstock.Manufacturingorganizationsusuallydividetheirinventoryintothreeparts:Materialsandcomponentsscheduledforuseinmakingaproduct;Materialsandcomponentsthathavebeguntheirtransformationtofinishedproducts;Finishedproductsthatarereadyforsaletocustomers.Material,Purchasing and Inventory Control第34页Production and OperationsChapter5ChapterOnemajorcostofproductionisholdingparts,motors,andotheritemsinwarehouses.Tocutsuchcosts,theJapaneseimplementedaconceptcalledjust-in-time(JIT)inventory control.Theideaistohavesuppliersdelivertheirproducts“justintime”togoontheassemblyline.Aminimumofinventoryiskeptonthepremises.Material,Purchasing and Inventory Controll Inventory Control第35页Production and OperationsChapter5Chapterl Inventory ControlHowJITworks?AmanufacturersetsaproductionscheduleusingERPanddetermineswhatpartsandsupplieswillbeneeded.Ittheninformsitssuppliersofwhatwillbeneeded.Thesuppliersmustdeliverthegoodsjustintimetogoontheassemblyline.Abareminimummustbekeptinstoragejustincasethedeliveryisheldupforsomereason.Material,Purchasing and Inventory Control第36页Production and OperationsChapter5ChapterThe latest version JIT II:thereismuchmoresharingofinformation.Anemployeefromthesuppliermayworkfull-timeatthebuyersplanthandlingthesmoothflowofmaterials.ERP and JITsystemsmakesuretherightmaterialsareattherightplace,attherighttime,andatthelowestcosttomeetbothcustomerandproductionneeds.Material,Purchasing and Inventory Controll Inventory Control第37页Production and OperationsChapter5ChapterWhatisenterpriseresourceplanning?WhatareitsadvantagescomparedtoMRPandMRPII?Describesomeadvantagesanddisadvantagesofjust-in-timeinventorycontrol.Howwouldyou,asamanagerinalargefirmwithmanyplants,implementaJITsystem?l Questions for DiscussionMaterial,Purchasing and Inventory Control第38页Production and OperationsChapter5ChapterAscheduleisarepresentationofthetimenecessarytocarryoutaparticulartask.Ajob schedule showstheplanforaparticularjob.Itiscreatedthroughreviewswhichdeterminethemethodandtimerequired.Controlling Production:Scheduling第39页Production and OperationsChapter5ChapterSchedulingcanhaveamajorimpactontheproductivityofaprocess.Thepurposeofschedulingistominimizetheproductiontimeandcosts,bytellingaproductionfacilitywhattomake,when,withwhichstaff,andonwhichequipment.A master production schedule(总生产进度)willshowwhenthemanagerplanstoproduceeachproductandinwhatquantities.Controlling Production:Scheduling第40页Production and OperationsChapter5ChapterInpreparingaproductionschedule,attentionneedstobepaidto:deliverydates(whenfinishedproductsaredue);jobschedulesforeachrelevantproductiontask;capacitiesofproductionsectionsordepartmentsinvolved;efficiencyoftheseproductionsectionsordepartments;plannedholidays.anticipatedsickness/absenteeism/training;availabilityofrawmaterials,componentsandpackaging.Controlling Production:Schedulingl Scheduling第41页Production and OperationsChapter5ChapterPERTisamethodforanalyzingthetasksinvolvedincompletingagivenproject,estimatingthetimeneededtocompleteeachtask,andidentifyingtheminimumtimeneededtocompletethetotalproject.Controlling Production:Schedulingl PERT Charts第42页Production and OperationsChapter5ChapterThestepsinvolvedinusingPERTare:analyzingandsequencingtasksthatneedtobedone;estimatingthetimeneededtocompleteeachtask;drawingaPERTnetworkillustratingtheinformationfromthefirsttwosteps;identifyingthecriticalpath.Controlling Production:Schedulingl PERT Charts第43页Production and OperationsChapter5ChapterThecritical path(关键路线)isthesequenceoftasksthattakesthelongesttimetocomplete.Thiswordcriticalisusedinthistermbecauseadelayinthetimeneededtocompletethispathwouldcausetheprojectorproductionlinetobelate.Controlling Production:Schedulingl PERT Charts第44页Production and OperationsChapter5ChapterControlling Production:Schedulingl PERT Charts第45页Production and OperationsChapter5ChapterTheminimumamountoftimeitwilltaketoproducethisvideois15weeks.Tocalculatethatnumber,youaddtheweekittakestopickastarandasong,tothefourweekstodesignaset,thetwoweekstopurchasesetmaterials,thesixweekstoconstructtheset,theweekbeforerehearsals,andthefinalweekwhenthevideoismade.Thatsthecriticalpath.Controlling Production:Schedulingl PERT ChartsAdditionalAdditional Info Info第46页Production and OperationsChapter5ChapterAnydelayinthatprocesswilldelaythefinalvideo.Delaysinotherprocesses(e.g.,selectionandchoreographingdancersandcostumedesign)wouldntnecessarilydelaythevideobecausetherearemoreweeksinthecriticalpaththanareneededforthoseprocesses.Controlling Production:Schedulingl PERT ChartsAdditionalAdditional Info Info第47页Production and OperationsChapter5ChapterWhatshouldyoutakeintoconsiderationwhenyouprepareaproductionschedule?DrawaPERTchartformakingabreakfastofthree-minuteeggs,butteredtoast,andcoffee.Whichprocesswouldbethecriticalpath,thelongestprocess?DevelopaPERTchartthatdepictsyourplansforacollegeeducation.Whateventsshouldbenoted?l Questions for DiscussionControlling Production:Scheduling第48页Production and OperationsChapter5ChapterFlexible manufacturing systems(FMS)aretotallyautomatedproductioncentersthatincluderobots,automati
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