营运管理策略教材.ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,PPT,文档演模板,Office,PPT,11 十一月 2026,营运管理策略教材,The Funnel and Process,Its all about thru-put,The Big PictureKing Soopers Bakery,7000 loaves/hr,1000 pastries/hr,50 cakes/hr,Bread line,Pastry line,Cake line,HighLow,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 firms 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.Donnelleys plant,Line process,Auto assembly,King Soopers bread line,Continuous process,Oil refining process,Bordens 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 firms 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.Donnelleys plant,Line process,Auto assembly,King Soopers bread line,Continuous process,Oil refining process,Bordens pasta making process,Process design choices,Volume and Process Decisions for Services,High,Low,Volume,Figure 3.6,Project process,Real estate process for leasing and constructing facilities for large insurance company,Student teams field project,Job process,Customer service process at financial services firm,General medical practice,Batch process,Order fulfillment process of importer/distributor,Placing purchase orders at public relations agency,Line process,Cafeteria line,Teller line at bank,Continuous process,Power generation plant,Providing telephone line access,Process design choices,Volume and Process Decisions for Services,Process design choices,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,customized-service process,High volume,standardized-service process,High,Low,Volume,Figure 3.6,Project process,Real estate process for leasing and constructing facilities for large insurance company,Student teams field project,Job process,Customer service process at financial services firm,General medical practice,Batch process,Order fulfillment process of importer/distributor,Placing purchase orders at public relations agency,Line process,Cafeteria line,Teller line at bank,Continuous process,Power generation plant,Providing telephone line access,Costs and Volume,Units per year(,Q,),Process 2:,Special-purpose,equipment,Process 1:,General-purpose,equipment,Break-even quantity,F,2,F,1,Total cost(dollars),Figure 3.4,Three Techniques for Evaluating Processes,Flow Diagrams,Process Charts,Simulation Models,Flow Diagrams,*=Points critical to the success of the service,=Points at which failure is most often experienced,Customer drops off car,Mechanic makes diagnosis*,Discuss needed work with customer*,Customer departs with car,Collect payment,Notify customer,Check,parts availability,Order parts,Repair complete,Figure 3.7,Repair not authorized,Parts available,Service visible to customer,Repair authorized,Service not visible to customer,Perform work,Inspect/test and repair,Perform corrected work,Corrective work necessary,Parts not available,A Tour of Microsoft Visio,Process Charts,Figure 3.8,Process:,Emergency room admission,Subject:,Ankle injury patient,Beginning:,Enter emergency room,Ending:,Leave hospital,Step,no.,Time,(min),Distance,(ft),Summary,Number,of steps,Activity,Time,(min),Distance,(ft),Transport,Operation,Inspect,Store,Delay,Step description,Insert Step,Append Step,Remove Step,Includes Time,And Cost,Information,unlike,Flow Diagrams,Process Charts,Figure 3.8,Process:,Emergency room admission,Subject:,Ankle injury patient,Beginning:,Enter emergency room,Ending:,Leave hospital,1Enter emergency room,approach patient window,2Sit down and fill out patient history,3Nurse escorts patient to ER triage room,4Nurse inspects injury,5Return to waiting room,6Wait for available bed,7Go to ER bed,8Wait for doctor,9Doctor inspects injury and questions patient,10Nurse takes patient to radiology,11Technician x-rays patient,12Return to bed in ER,13Wait for doctor to return,14Doctor provides diagnosis and advice,15Return to emergency entrance area,16Check out,17Walk to pharmacy,18Pick up prescription,19Leave the building,Step,no.,Time,(min),Distance,(ft),Summary,Number,of steps,Activity,Time,(min),Distance,(ft),Transport,Operation,Inspect,Store,Delay,Step description,Insert Step,Append Step,Remove Step,Process Charts,Figure 3.8,Process:,Emergency room admission,Subject:,Ankle injury patient,Beginning:,Enter emergency room,Ending:,Leave hospital,10.5015,X,Enter emergency room,approach patient window,210.0-,X,Sit down and fill out patient history,30.7540,X,Nurse escorts patient to ER triage room,43.00-,X,Nurse inspects injury,50.7540,X,Return to waiting room,61.00-,X,Wait for available bed,71.0060,X,Go to ER bed,84.00-,X,Wait for doctor,95.00-,X,Doctor inspects injury and questions patient,102.00200,X,Nurse takes patient to radiology,113.00-,X,Technician x-rays patient,122.00200,X,Return to bed in ER,133.00-,X,Wait for doctor to return,142.00-,X,Doctor provides diagnosis and advice,151.0060,X,Return to emergency entrance area,164.00-,X,Check out,172.00180,X,Walk to pharmacy,184.00-,X,Pick up prescription,191.0020,X,Leave the building,Step,no.,Time,(min),Distance,(ft),Summary,Number,of steps,Activity,Time,(min),Distance,(ft),Transport,Operation,Inspect,Store,Delay,Step description,Insert Step,Append Step,Remove Step,