OperationsandValuechainManagement19

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1、8th editionSteven P.RobbinsMary CoulterL E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.What Is Operations Management and Why Is It Important?Explain what operations management is.Contrast manufacturing and services organizations.Describe managers role in

2、 improving productivity.Discuss the strategic role of operations management,Value Chain Management Define value chain and value chain management.Describe the goal of value chain management.Discuss the requirements for successful value chain management.2Copyright 2005 Prentice Hall,Inc.All rights res

3、erved.L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.Value Chain Management(contd)Tell what benefits result from value chain management.Explain the obstacles to value chain management.Current Issues in Operations Management Discuss technologys ro

4、le in manufacturing.Tell some of the various quality dimensions.Explain ISO9000 and Six Sigma.Describe mass customization and how operations management contributes to it.3Copyright 2005 Prentice Hall,Inc.All rights reserved.What Is Operations Management?Operations ManagementThe design,operation,and

5、control of the transformation process that converts such resources as labor and raw materials into goods and services that are sold to customers.The Importance of Operations ManagementIt encompasses both services and manufacturing.It is important in effectively and efficiently managing productivity.

6、It plays a strategic role in an organizations competitive success.4Copyright 2005 Prentice Hall,Inc.All rights reserved.Manufacturing and Services Manufacturing OrganizationsUse operations management in the transformation process of turning raw materials into physical goods.Service OrganizationsUse

7、operations management in creating nonphysical outputs in the form of services(the activities of employees interacting with customers).5Copyright 2005 Prentice Hall,Inc.All rights reserved.Managing Productivity ProductivityThe overall output of goods or services produced divided by the inputs needed

8、to generate that output.A composite of people and operations variables.Benefits of Increased ProductivityEconomic growth and developmentHigher wages and profits without inflationIncreased competitive capability due to lower costs6Copyright 2005 Prentice Hall,Inc.All rights reserved.Value and the Val

9、ue Chain ValueThe performance characteristics,features and attributes,and any other aspects of goods and services for which customers are willing to give up resources(i.e.,spend money).The Value ChainThe entire series of organizational work activities that add value at each step beginning with the p

10、rocessing of raw materials and ending with the finished product in the hands of end users7Copyright 2005 Prentice Hall,Inc.All rights reserved.Value Chain Management Value Chain ManagementThe process of managing the entire sequence of integrated activities and information about product flows along t

11、he entire value chain.Goal of Value Chain ManagementTo create a value chain strategy that fully integrates all members into a seamless chain that meets and exceeds customers needs and creates the highest value for the customer.8Copyright 2005 Prentice Hall,Inc.All rights reserved.Value Chain Managem

12、ent(contd)Requirements for Value Chain ManagementA new business model incorporating:vCoordination and collaborationvInvestment in information technologyvChanges in organizational processesvCommitted leadershipvFlexible jobs and adaptable,capable employeesvA supportive organizational culture and atti

13、tudes9Copyright 2005 Prentice Hall,Inc.All rights reserved.Value Chain Management(contd)Obstacles to Value Chain ManagementOrganizational barriersvRefusal or reluctance to share informationvReluctance to shake up the status quovSecurity issuesCultural attitudesvLack of trust and too much trustvFear

14、of loss of decision-making powerRequired capabilitiesvLacking or failing to develop the requisite value chain management skills10Copyright 2005 Prentice Hall,Inc.All rights reserved.Value Chain Management(contd)Obstacles to Value Chain Management(contd)PeoplevLacking commitment to do whatever it tak

15、esvRefusing to be flexible in meeting the demands of a changing situationvNot being motivated to perform at a high levelvLack of trained managers to lead value chain initiatives11Copyright 2005 Prentice Hall,Inc.All rights reserved.Current Operations Management Issues Technologys Role in Manufacturi

16、ngIncreased automation and integration of production facilities with business systems to to control costsvPredictive maintenance,remote diagnostics,and utility cost savings QualityThe ability of Mass Customization12Copyright 2005 Prentice Hall,Inc.All rights reserved.Current Issues(contd)QualityThe

17、ability of a product or service to reliably do what its supposed to do and to satisfy customer expectations.How is Quality AchievedPlanning for qualityOrganizing and leading for qualityControlling for quality Quality GoalsISO900 certification and Six Sigma standards13Copyright 2005 Prentice Hall,Inc

18、.All rights reserved.Current Issues(contd)Mass CustomizationA design-to-order concept that provides consumers with a product when,where,and how they want it.Makes heavy use of technology in developing flexible manufacturing techniques and engaging in continual dialogue with customers.Benefits of Mass CustomizationCreates an important relationship between the firm and the customer in providing loyalty-building value to the customer and in garnering valuable market information for the firm.14Copyright 2005 Prentice Hall,Inc.All rights reserved.演讲完毕，谢谢观看！