商务英语入门第五章_外教社修订版复习进程.ppt

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1、Production and OperationsChapter5商务英语入门第五章_外教社修订版Production and OperationsChapter5ChapterlQualityManagement 质量管理Lecture OutlinelWhatIsProductionandOperations?什么是生产与运作？lPlantLocation厂址的选定 lProductionProcesses生产工艺lMaterialsManagement,PurchasingandInventoryControl物料管理、采购、库存控制lControllingProduction:Sche

2、duling 控制生产：制订计划lProductivity 生产率lModernProductionTechniques现代生产技术Production and OperationsChapter5ChapterlHowdoyourparentsoryoumakedumplings?Canyoudescribethewholeprocesshowtoprepare,whatingredientsareneeded,howtomakethefillings,andwhatthestepsarethatleadtothefinalproducts?lHowdotheclothingfactory,

3、restaurant,andbakeryrespectivelyproducetheirproducts?Doestheuniversityalsoproduceitsproducts?Why?Lead-in ActivitiesProduction and OperationsChapter5ChapterFirst,makethefilling.Youcanchooseyourfavoritemeat,saypork,beef,ormutton,chopitupandmixitwithchoppedvegetables.Meanwhileyouhadbetterputinseasoning

4、ssuchassalt,soysauce,pepper,choppedgreenonionandgingertogetyourfavoriteflavor.Stirtheingredientsinacontainerwelltomakethemevenlymixed.Additional InfoLead-in Activitiesl How to Make Dumplings?Production and OperationsChapter5ChapterSecond,makethedough.Youshouldmeasureyourwheatflourtogowiththefilling,

5、putitinacontainer,pourwaterhitbybit,stirittomakeitsticky,thenletitrestforabout20minutes.Afterthatyoucancutpartofthedoughandputitonboard,kneaditandcutitintosmallpieces.Youpresseachpiecewiththepalmofyourhandslightlyandthenrollitwitharollingpinintoaroundpiece.Additional InfoLead-in Activitiesl How to M

6、ake Dumplings?Production and OperationsChapter5ChapterFinallycomesthestageoffoldingthedoughtomakedumplings.Youshouldholdadoughpiecehorizontallyinyourlefthand,putasuitableamountoffillingontothecentralpart,foldthesidearoundthefilling,presstheupper-centralpartofitfirmlyandmakefirmandnicelacefromlefttor

7、ightaroundthefoldedgetomakeyourfinishedproductbetter-lookingandfreefromleakage.Additional InfoLead-in Activitiesl How to Make Dumplings?Production and OperationsChapter5ChapterIntroduction of POM Production and operations management(POM)isthemanagementofanorganizationsproductionsystem.Aproduction sy

8、stem takesinputsandconvertsthemintooutputs.Theconversion process isthepredominantactivityofaproductionsystem.Theprimaryconcernofanoperations manager istheactivitiesoftheconversionprocess.Additional InfoProduction and OperationsChapter5ChapterWhat Is Production and Operations?l Production Productioni

9、stheprocessoftransforminginputssuchasrawmaterialsintooutputssuchasgoodsandservices.Productionisnotlimitedtothemanufactureofgoods;itappliestoboththeserviceandthemanufacturingsectorsoftheeconomy.Production and OperationsChapter5Chapterl Manufacturingl Operations Manufacturingmeansmakinggoodsbyhandorwi

10、thmachineryasopposedtoextractingthingsfromtheearth(mining,fishing);servicesarenotmanufactured.Operationsarethefunctionsneededtokeepthecompanyproducing,literallyanyfunctionorseriesoffunctionsintroducedtocarryoutastrategicplan.What Is Production and Operations?Production and OperationsChapter5Chapterl

11、 Production ProcessProductionprocessinvolvesthreephases:(1)input,(2)transformation,and(3)output.What Is Production and Operations?Production and OperationsChapter5Chapterl InputsTheinputsarethoseresourcesthatwillbeneededtoproducethedesiredgoodsorservices.What Is Production and Operations?Production

12、and OperationsChapter5Chapterl TransformationTransformationconsistsofthoseproductionactivitiesthattaketheinputsandcombinetheminsomespecialwaytoproducetheoutput.What Is Production and Operations?Production and OperationsChapter5Chapterl OutputTheoutputisthefinalresultoftheproductionprocess.What Is Pr

13、oduction and Operations?Production and OperationsChapter5ChapterInwhatwaymighttheproductionprocessformanufacturingautomobilebesimilartothatformakingtelevisionsets?Doallproductionprocesseshavethesamethreephasesofinput,transformation,andoutput?Explainusingexamples.l Questions for DiscussionWhat Is Pro

14、duction and Operations?Production and OperationsChapter5ChapterPlant LocationMostcompanieswillchooseasitebasedonsuchimportantfactorsas:lCustomerlocationlSourceofrawmaterialslLaborsupplylPowerandwaterlCommunityenvironmentProduction and OperationsChapter5Chapterl Customer LocationFirmsthatmustlocatecl

15、osetotheircustomersare:thoseproducingperishableitemslikebreadandcake;thoseinindustrieswherecompetitiveadvantagedependsonrapiddelivery;thosethatsellheavyorbulkyproducts,suchasbricksorautomobiles.Plant LocationProduction and OperationsChapter5Chapterl Source of Raw Materials Steelmillsplacetheirplants

16、neartheirsourceofrawmaterials.Firmsinthefood-canningbusinesslocateneartheirrawmaterialsbecauseoftheperishabilityfactor.Plant LocationProduction and OperationsChapter5Chapterl Labor Supply Allproductionoperationsrequiresomemanpower.Firmsshouldlocatetheirfacilitiesatleastwithincommutingdistanceofthepe

17、oplewhowillsupplyit.Thisisespeciallyimportantinthecaseofthosecompaniesthatneedhighlyskilledpeople.Plant LocationProduction and OperationsChapter5Chapterl Power and Water Somefirmssuchasaluminum,chemical,andfertilizercompaniesmustlocateinareashavingsufficientpowertomeettheirneeds.Otherfirmsrequirealo

18、cationnearwater,suchascompaniesthatmakepaper.Plant LocationProduction and OperationsChapter5Chapterl Community Environment Inplantlocationthecompanyalsoneedstolookattheservicesavailableinthecommunity.Somecitiesandtownswillofferlowtaxes.Othersofferfineeducationalsystemsandcomfortablelivingconditions,

19、suchascleanair,cleanwater,andalowcostofliving.Andsomewillprovidespecialservicestoabusinessthatwilllocatethere,suchasextendingthecitywaterandseweragelinesouttotheplantforfree.Plant LocationProduction and OperationsChapter5ChapterWhenwouldyouexpectafirmtosetupitsplantclosetoitscustomers?Doallcompanies

20、locateneartheirsourceofrawmaterials?Whyorwhynot?Ofthefivefactorslistedinthissection,whichismostimportantinchoosingtheplantlocation?Plant Locationl Questions for DiscussionProduction and OperationsChapter5ChapterProduction ProcessesThereareseveraldifferentprocessesthatmanufacturersusetoproducegoods.T

21、hemanufacturing process meansphysicallyorchemicallychangestomaterials.Theassembly process putstogethercomponentstomakeaproduct.Thesetwoprocessesarecalledsynthetic systems.Production and OperationsChapter5Chapterl Synthetic Process Thesyntheticprocesseitherconvertsrawmaterialsintootherproducts(manufa

22、cturingprocess)orcombinerawmaterialsorpartsintoafinishedproduct(assemblyprocess).lAnalytic ProcessAnanalyticprocessbreaksdownrawmaterialsintocomponentstoextractotherproducts.Production ProcessesProduction and OperationsChapter5ChapterlContinuous ProcessAcontinuousprocess(连续性加工)isoneinwhichmassivepro

23、ductioniscarriedoutovertime.Itisaflowproductionmethodusedtomanufacture,produce,orprocessmaterialswithoutinterruption.Productionworkersincontinuousproductioncommonlyworkinrotatingshifts.Production ProcessesProductionprocessesareeithercontinuousorintermittent.Production and OperationsChapter5Chapterl

24、Intermittent Process Anintermittentproductionprocessusesthecustomersorderstoproducegoods.Theprocessisnotcontinuous.Manufacturersofcustom-designed(为用户定制的)furniturewoulduseanintermittentprocess.Computers,robots,andflexiblemanufacturingprocessesallowfirmstoturnoutcustom-madegoods.Production ProcessesPr

25、oduction and OperationsChapter5ChapterCanyouexplainthedifferencesamongthefollowingconcepts:manufacturingprocess,assemblyprocess,analyticprocess,continuousprocess,andintermittentprocess?Giveexamplestoillustratetheproductionprocesses.l Questions for DiscussionProduction ProcessesProduction and Operati

26、onsChapter5Chapterl Materials ManagementMaterialsareinputstoproductionormanufacturing.Materials requirements planning(MRP)isacomputer-basedsystemthatusessalesforecaststomakesurethatneededpartsandmaterialsareavailableattherightplaceandtherighttime.Material,Purchasing and Inventory ControlProduction a

27、nd OperationsChapter5Chapterl Materials ManagementMRP II,anadvancedversionofMRPthatallowsplantstoincludealltheresourcesinvolvedintheefficientmakingofaproduct,includingprojectedsales,personnel,plantcapacity,anddistributionlimitations.MRPIIiscalled,incontrast,manufacturing resource planning(制造资源计划)bec

28、ausetheplanninginvolvesmorethanjustmaterialrequirements.Material,Purchasing and Inventory ControlProduction and OperationsChapter5Chapterl Materials ManagementEnterprise resource planning(ERP)(企业资源计划),thelatestversionofMRP,isacomputer-basedproductionandoperationssystemthatlinksmultiplefirmsintoonein

29、tegratedproductionunit.ERPismuchmoresophisticatedthanMRPIIbecauseitmonitorsprocessesinmultiplefirmsatthesametime.Material,Purchasing and Inventory ControlProduction and OperationsChapter5Chapterl Materials ManagementSuchprogramswilllinksuppliers,manufacturers,andretailersinacompletelyintegratedmanuf

30、acturinganddistributionsystemthatwillbeconstantlymonitoredforthesmoothflowofgoodsfromthetimethattheyareorderedtothetimetheyreachtheultimateconsumer.Material,Purchasing and Inventory ControlProduction and OperationsChapter5Chapterl PurchasingPurchasingisthefunctioninthecompanythatsearchesforqualityma

31、terialresources,locatesthebestsuppliers,andnegotiatesthebestpriceforqualitygoodsandservices.Therelationshipbetweensuppliersandmanufacturersismuchcloser,withsuppliersoftenlocatingtheirfacilitiesnearthemanufacturer.Material,Purchasing and Inventory ControlProduction and OperationsChapter5Chapterl Purc

32、hasingThepurchasingdepartmentisresponsibleforlocatingsuchsuppliers,negotiatinglong-termcontractswiththemwiththebestprice.Material,Purchasing and Inventory ControlProduction and OperationsChapter5Chapterl Inventory ControlInventoryreferstoalistofgoodsandmaterialsheldavailableinstock.Manufacturingorga

33、nizationsusuallydividetheirinventoryintothreeparts:Materialsandcomponentsscheduledforuseinmakingaproduct;Materialsandcomponentsthathavebeguntheirtransformationtofinishedproducts;Finishedproductsthatarereadyforsaletocustomers.Material,Purchasing and Inventory ControlProduction and OperationsChapter5C

34、hapterOnemajorcostofproductionisholdingparts,motors,andotheritemsinwarehouses.Tocutsuchcosts,theJapaneseimplementedaconceptcalledjust-in-time(JIT)inventory control.Theideaistohavesuppliersdelivertheirproducts“justintime”togoontheassemblyline.Aminimumofinventoryiskeptonthepremises.Material,Purchasing

35、 and Inventory Controll Inventory ControlProduction and OperationsChapter5Chapterl Inventory ControlHowJITworks?AmanufacturersetsaproductionscheduleusingERPanddetermineswhatpartsandsupplieswillbeneeded.Ittheninformsitssuppliersofwhatwillbeneeded.Thesuppliersmustdeliverthegoodsjustintimetogoontheasse

36、mblyline.Abareminimummustbekeptinstoragejustincasethedeliveryisheldupforsomereason.Material,Purchasing and Inventory ControlProduction and OperationsChapter5ChapterThe latest version JIT II:thereismuchmoresharingofinformation.Anemployeefromthesuppliermayworkfull-timeatthebuyersplanthandlingthesmooth

37、flowofmaterials.ERP and JITsystemsmakesuretherightmaterialsareattherightplace,attherighttime,andatthelowestcosttomeetbothcustomerandproductionneeds.Material,Purchasing and Inventory Controll Inventory ControlProduction and OperationsChapter5ChapterWhatisenterpriseresourceplanning?Whatareitsadvantage

38、scomparedtoMRPandMRPII?Describesomeadvantagesanddisadvantagesofjust-in-timeinventorycontrol.Howwouldyou,asamanagerinalargefirmwithmanyplants,implementaJITsystem?l Questions for DiscussionMaterial,Purchasing and Inventory ControlProduction and OperationsChapter5ChapterAscheduleisarepresentationofthet

39、imenecessarytocarryoutaparticulartask.Ajob schedule showstheplanforaparticularjob.Itiscreatedthroughreviewswhichdeterminethemethodandtimerequired.Controlling Production:SchedulingProduction and OperationsChapter5ChapterSchedulingcanhaveamajorimpactontheproductivityofaprocess.Thepurposeofschedulingis

40、tominimizetheproductiontimeandcosts,bytellingaproductionfacilitywhattomake,when,withwhichstaff,andonwhichequipment.A master production schedule(总生产进度)willshowwhenthemanagerplanstoproduceeachproductandinwhatquantities.Controlling Production:SchedulingProduction and OperationsChapter5ChapterInpreparin

41、gaproductionschedule,attentionneedstobepaidto:deliverydates(whenfinishedproductsaredue);jobschedulesforeachrelevantproductiontask;capacitiesofproductionsectionsordepartmentsinvolved;efficiencyoftheseproductionsectionsordepartments;plannedholidays.anticipatedsickness/absenteeism/training;availability

42、ofrawmaterials,componentsandpackaging.Controlling Production:Schedulingl SchedulingProduction and OperationsChapter5ChapterPERTisamethodforanalyzingthetasksinvolvedincompletingagivenproject,estimatingthetimeneededtocompleteeachtask,andidentifyingtheminimumtimeneededtocompletethetotalproject.Controll

43、ing Production:Schedulingl PERT ChartsProduction and OperationsChapter5ChapterThestepsinvolvedinusingPERTare:analyzingandsequencingtasksthatneedtobedone;estimatingthetimeneededtocompleteeachtask;drawingaPERTnetworkillustratingtheinformationfromthefirsttwosteps;identifyingthecriticalpath.Controlling

44、Production:Schedulingl PERT ChartsProduction and OperationsChapter5ChapterThecritical path(关键路线)isthesequenceoftasksthattakesthelongesttimetocomplete.Thiswordcriticalisusedinthistermbecauseadelayinthetimeneededtocompletethispathwouldcausetheprojectorproductionlinetobelate.Controlling Production:Sche

45、dulingl PERT ChartsProduction and OperationsChapter5ChapterControlling Production:Schedulingl PERT ChartsProduction and OperationsChapter5ChapterTheminimumamountoftimeitwilltaketoproducethisvideois15weeks.Tocalculatethatnumber,youaddtheweekittakestopickastarandasong,tothefourweekstodesignaset,thetwo

46、weekstopurchasesetmaterials,thesixweekstoconstructtheset,theweekbeforerehearsals,andthefinalweekwhenthevideoismade.Thatsthecriticalpath.Controlling Production:Schedulingl PERT ChartsAdditional InfoProduction and OperationsChapter5ChapterAnydelayinthatprocesswilldelaythefinalvideo.Delaysinotherproces

47、ses(e.g.,selectionandchoreographingdancersandcostumedesign)wouldntnecessarilydelaythevideobecausetherearemoreweeksinthecriticalpaththanareneededforthoseprocesses.Controlling Production:Schedulingl PERT ChartsAdditional InfoProduction and OperationsChapter5ChapterWhatshouldyoutakeintoconsiderationwhe

48、nyouprepareaproductionschedule?DrawaPERTchartformakingabreakfastofthree-minuteeggs,butteredtoast,andcoffee.Whichprocesswouldbethecriticalpath,thelongestprocess?DevelopaPERTchartthatdepictsyourplansforacollegeeducation.Whateventsshouldbenoted?l Questions for DiscussionControlling Production:Schedulin

49、gProduction and OperationsChapter5ChapterFlexible manufacturing systems(FMS)aretotallyautomatedproductioncentersthatincluderobots,automaticmaterialshandlingequipment,andcomputer-controlledmachinetoolsthatcanperformavarietyoffunctionstoproducedifferentproducts.AsuccessfulexampleistheNationalBicycleIn

50、dustrialCo.,asubsidiaryofJapaneseelectronicgiantMatsushita.Modern Production Techniquesl Flexible Manufacturing SystemsProduction and OperationsChapter5ChapterModern Production Techniquesl Flexible Manufacturing SystemsAdditional InfoProduction and OperationsChapter5ChapterModern Production Techniqu