Operations Management Strategy and Analysis (Prentice Hall)资料.ppt

To Accompany Krajewski Ritzman Operations Management: Strategy and Analysis, Sixth Edition ? 2002 Prentice Hall, Inc. All rights reserved. What is a Process a PROCESS is any activity or group of activities that takes one or more inputs, transforms and adds value to them, and provides one or more outputs for its customers. Inputs Outputs Feedback Transformation Process And Operations The Funnel and ProcessIt’s all about thru-put The Big PictureKing Soopers Bakery 7000 loaves/hr 1000 pastries/hr 50 cakes/hr Bread line Pastry line Cake line High Low The Big PictureKing Soopers Bakery Vertical Integration Raw materials (eggs, flour, sugar) King Soopers Customers (grocery stores) Backward integration Forward integration In-house processes Figure 3.3 Process Matrix Project Job Shop Batch Line Continuous Capacity Capital investment Flexibility Workforce Capacity Volume Automation Volume and Process Decisions for Manufacturing High Low Volume Figure 3.5 Project process Selecting location for new plant in Europe Installing ERP for a manufacturing firm’s business processes Job process Machining precision metal tubes Internal consulting team at manufacturing firm Batch process Forging process to make fittings for pressure vessels access Producing a batch of textbooks at R. R. Donnelley’s plant Line process Auto assembly King Soopers bread line Continuous process Oil refining process Borden’s pasta making process Process design choices Volume and Process Decisions for Manufacturing High Low Volume Less vertical integration More resource flexibility More customer involvement Less capital intensity/automation More vertical integration Less resource flexibility Less customer involvement More capital intensity/automation Low volume, make-to-order process High volume, make-to-stock process Figure 3.5 Project process Selecting location for new plant in Europe Installing ERP for a manufacturing firm’s business processes Job process M