人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_15.docx

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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. Theconceptsofvaluechainmanagementarctransformingoperationsmanagementstrategicsandturningorganizationsaroundtheworldintofinelytunedmxlclsofefficiencyandeffectiveness.B. WhatisValueChainManagement?1. Everyorganizationneedscustomersifitsgoingtosurviveandprosper.2. CustomerswantSOInetypeofvaluefromthegoodsandSerViCeStheypurchaseoruse.andtheseendusersdeterminewhathasvalue.3. Valueistheperformancecharacteristics,f