财务管理与财务分析运营管理课件1.ppt

Operations as a Competitive Weapon Chapter 1 How Operations As a Competitive Weapon  fits the Operations Management Philosophy FedEx Why are they successful? Fast On-time deliveries Relatively low cost Technology in shipment tracking Operations Management is… “The systematic design, direction and control of processes that transform inputs into services and products for internal, as well as external, customers.” Processes Processes should add value. Processes can be broken down into sub-processes, which in turn can be broken down further. Any process that is part of a larger process is considered a “nested process.” Each process and each nested process has inputs and outputs. External vs. Internal Customers External Customers are those who purchase the goods and services. Internal Customers are those who receive the output of others within the firm. They are part of the transformation process. Processes Service Processes and Manufacturing Processes Manufacturing processes change materials in one or more of the following dimensions: Physical properties Shape Fixed dimensions Surface finish Joining parts and materials If a process isn’t doing at least one of these, then it is a service (non-manufacturing) process. Mattel: Die-Cast Car Process Flow Video: service and manufacturing process Manufacturing and Service Goods Production Tangible Can be inventoried Low customer contact Capital Intensive Quality easily measured Service Production Intangible Can’t be inventoried High customer contact Labor Intensive Quality hard to measure “If you drop it on your foot, it won’t hurt you.” (Good or service?) “Services never include goods and goods never include services.” (True or false?) Similarities between Manufacturing and Services Both normally provide a package of goods and services after-sale services restaurant meals Service organizations must inventory the inputs for their products supply of medications in a hospital merchandises in wholesale and ret