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

CHAPTER15OPERATIONSMANAGEMENT1.EARNINGOUTCOMESAfterreadingthischapter,studentsshouldbeableto:15-1.Defineoperationsmanagementandexplainitsrole.15-2.DefinethenatureandpurposeofvaluechainInanageinent.I53.Describehowvaluechainmanagementisdone.I54.Describecontemporaryissuesinmanagingoperations.ManagementMythMYTH:Inthefutureofmanufacturing,robotswillreplacealmostallworkers.TRUTH:Robotsaremorelikelycoassistpeopleindoingtheirjobsratherthanreplacethemcompletely.TvichincTips:Challengestudentslothinkoftheworkplaceinthefuturewhererobolsarcdoingmenialjobs,freeingpeopletolocuson11H>recomplexworkthatdemandscreativityandflexibility.Whattypesofjobsandindustriesarerobotsparticularlywell-suitedto?Refleclonhowpr<luctionhaschangedsincetheIndustrialRevolutionwhenrespondingM>Ih太queslion.WHYISOPERATIONSMANAGEMENTIMPORTANTTOORGANIZATIONS?A. WhatisOperationsManagement?1. Operationsmanagementrefers(othedesign,operation,andcontrolofthetransformationprocessthatconvertssuchresourcesaslaborandrawmaterialsintogoodsandservicesthatarcsoldtocustomers.(SeeExhibit15-1.)2. Whyisoperationsmanagementsoimportanttoorganizationsandmanagers?a) Itencompassesprocessesinallorganizations-SCrViCCSaswellasmanufacturing.b) It,simportantineffectivelyandc(Yicicntlymanagingproductivity.c) Itplaysastrategicroleinanorganization,scompetitivesuccess.B. HowDoServiceandManufacturingFirmsDiffer?1. TransformationprocessanoperationssystemthatcreatesvaluebyIranstbnninginputsintofinishedgoodsandserviceoutputs.a) Manufacturingorganizationsproducephysicalgoods.b) Serviceorganizationsproducenonphysicaloutputsintheformofservices.2. heeconomiesofdevelopedcountriesaredominatedbythecreationandsalesofsen*ices.a) Mostoftheworld'sindustrializednationsarepredominantlyserviceeconomies.b) IntheUnitedStales,nearly78percentoiallprivatesectorjobsarenowinSerVieBindustries.C. HowDoBusinessesImproveProductivity?1. ImprovingPrOdUeliVityhaSbecomeamajorgoalinvi11uallyBVeryorganization.a) Forcountries,high11luc(ivitycanleadioeconomicgrowthanddevelopment.b) Forindividualorganizations,increasedProdUClivitylowerscostsandallowsfirmstooffermorecompetitiveprices.2. IiwreasingPrOduCliViIyKkeytoglobalcon>eiiveness.3. Organizationsthathopetosucceedgloballyarelkingforwaystoimprovepfxluc(ivity.4. PrOdUCIiViIyiSacompositeofpeopleandoperationsvariables.a) W.EdwardsDerningbelieved(hatmanagers,notworkers,weretherinarj,sourceofincreasedproduciivity.b) Thetrulyeffecliveorganizationwillmaximizepr<xluctivitybysuccessfullyinlegratingpeopleintotheoveralloperationssystem.D. WhatRoleDoesOperationsManagementPIayinaCompany'sStrategy?1. AfterthesuccessthatU.S.manufacturersexperiencedduringWorldWar11.manufacturingactivitiesintheUnitedStatesweretakenforgranted.2. Meanwhile,managersinJapan.Germany,andothercountries100ktheOpportuniiytodevelopmodern,computer-based,andtechnologicallyadvancedfacilities.a) U.S.manufacturersdiscoveredthatforeigngoodswerebeingnudenotonlylessexpensivelybutalsowithbetterquality.b) T<xlay,successfulnunufac(urersrecognizethecrucialrolethatOPeraIion*managementplaysaspartoftheoverallorganizationalstrategytoestablishandmaintaingloballeadership.FrOmthePaSttothePreSentWilliamEdwardsDeiningwasanAinericajistatistician,professor,author,lecturer,andconsultant.HeiswidelycreditedwithimprovingproductionintheUnitedStatesduringWorldWarII.althoughhe'sprobablybestknownforhisworkinJapan.From1950onward,hetaughtJapanesetopmanagershowtoimproveproductdesign,productquality,testing,andsales,primarilythroughapplyingstatisticalmethods.HisPhiloSOWIywasquitesimple:focusonincreasingqualityandreducingcostsIhrOUghcontinuallyimprovinghowemployees'workisdoneandbyapproachingmanufacturinginanorderly,systematic,andlogicalway.PuttingthatphilosophyintopracticerequiredfollowingDeming,s14pointsforimprovingmanagement'sproductivity.DiscussThis: Whyare(1)continualimprovementand(2)thinkingofmanufacturingasasystemsoimportanttomanagingoperations? Explainwhythese14principlesarestillappropriatetoday.TUHehinRTi卧:YoungerbusinessstudentsmayhaveneverheardofEdwardDcminganddonotunderstandthecontributionshis14pointsmadetomanufacturingcompaniesintheU.Sandtherestoftheworld.However,whentheyareaskedtoanswerthequestionsabove,theywillprobablyseetheseideasarvCOmmOnPlaCeinorganiza(ions,operationprocesses.ItmaybeinstncivetoshowashortvideoclipofDeminggoingIhnwghsomeofhi$14points(!hereareseveralvideosofDemingavailableonYouTube).VVHATISVA1.UECHAINMAN.CEMENT.NDWHYISITIMPORTANT?A. Introduction1. Theconceptsofvaluechainmanagementarctransformingoperationsmanagementstrategicsandturningorganizationsaroundtheworldintofinelytunedm<xlclsofefficiencyandeffectiveness.B. WhatisValueChainManagement?1. Everyorganizationneedscustomersifit'sgoingtosurviveandprosper.2. CustomerswantSOInetypeofvaluefromthegoodsandSerViCeStheypurchaseoruse.andtheseendusersdeterminewhathasvalue.3. Valueistheperformancecharacteristics,f