OperationsManagement

運(yùn)營(yíng)管理云南大學(xué)商旅學(xué)院

吳奇志1OperationsManagement

運(yùn)營(yíng)管理云南大學(xué)PleaseContactCellPhonemail：victorwqz@

victorwqz@2PleaseContact2AnnouncementPleasenotifymeinadvanceifyouareabsentorlate,takingaFrenchleaveisnotallowed.AccordingtotherulesmadebyMBAoffice,thosewhoareabsentonethirdorabovefromthetotalclasseswillbebarredfromthefinalexam,nomatterwhatgradeyougetintheother2!3Announcement3Ifyouhaveanycomments,pleasefeelfreetoletmeknow,eitherbyemail,phonecallorface-to-facetalk,I’dpreferthelatterforitshighefficiency.YoursuggestionsarewelcomedsoIamopentothemallthetime.

Besides,I’dlikeyoutotreatmenotonlylikeateacher,butafriendaswell.ThanksforthePOMcourse,foritservesasabridgebetweenus.4Ifyouhaveanycomments,PerformanceAppraisalParticipation&Attendance：25%Assignment&CaseStudyinWrittenForm：25%FinalExam：50%

5PerformanceAppraisal5OperationsManagementforCompetitiveAdvantageRichardB.Chase,NicholasJ.Aquilano,F.RobertJacobsNinthEditionMcGraw-HillTextBook6OperationsManagementforCompMainReferenceBooks1OperationsManagementJayHeizer,BarryRender/SeventhEdition/PearsonEducation2OperationsManagementWilliamJ.Stevenson/SeventhEdition/McGraw-Hill7MainReferenceBooks7GuidelineinTeachingThisCourseFocusonbird’s-eyeviewofPOMratherthanacertainspecificcontent,FocusonthemanagerialmatterofPOMratherthanmethodologiesandtechniques,FocusonthemostusefulsegmentsofPOMratherthanacomprehensiveones,andLecture,casestudy(assignment),discussion,andsitetouring(speechesgivenbycelebritiesofPOM)willcomprisethetotalactivitiesofthiscourse.8GuidelineinTeachingThisCouHowtoBecomeAPOMExpert?YoushouldhaveasoundmathematicalsenseforsomanyPOMproblemsneedtobecalculated,YoushouldhaveagoodknowledgeofcomputerscienceforitisavaluabletooltotacklePOMproblems,Youshoulddealwiththerealproblemsbyusingthebookknowledge,Last,notleast,youshouldbefamiliarwiththeEnglishlanguagebecausethenewlyemergedPOMtechniquesaremostlyexplainedinthislanguage.9HowtoBecomeAPOMExpert?YoOperationsManagement

IntroductiontoOperationsManagement

Chapter110OperationsManagement

IntroduOutlineWHATISOPERATIONSMANAGEMENT?THREEORGANIZATIONALFUNCTIONSWHYSTUDYOM?OPERATIONSDESCISIONSWHATOPERATIONSMANAGERSDOWHEREARETHEOMJOBS?11Outline11Outline-ContinuedTHEHERITAGEOFOPERATIONSMANAGEMENTOPERATIONSINTHESERVICESECTORDifferencesbetweenGoodsandServicesGrowthofServicesEXCITINGNEWTRENDSINOPERATIONSMANAGEMENT12Outline-ContinuedTHEHERITAGLearningObjectivesWhenyoucompletethischapter,youshouldbeableto:IdentifyorDefine:OperationsManagement(OM)WhatoperationsmanagersdoServices13LearningObjectivesWhenyoucoLearningObjectives-ContinuedWhenyoucompletethischapter,youshouldbeableto:DescribeorExplain:AbriefhistoryofoperationsmanagementCareeropportunitiesinoperationsmanagementThefutureofthediscipline14LearningObjectives-ContinueWhatIsOperationsManagement?ProductionisthecreationofgoodsandservicesOperationsmanagementisthesetofactivitiesthatcreatesvalueintheformofgoodsandservicesbytransforminginputsintooutputs15WhatIsOperationsManagement?TypesofOperationsOperationsExamplesGoodsProducingFarming,mining,construction,manufacturing,powergenerationStorage/TransportationWarehousing,trucking,mailservice,moving,taxis,buses,hotels,airlinesExchangeRetailing,wholesaling,banking,renting,leasing,library,loansEntertainmentFilms,radioandtelevision,concerts,recordingCommunicationNewspapers,radioandtelevisionnewscasts,telephone,satellites16TypesofOperationsOperationsEOperationsasaSystemTransformation(Conversion)ProcessEnergyMaterialsLaborCapitalInformationGoodsorServicesFeedbackinformationforcontrolofprocessinputsandprocesstechnology17OperationsasaSystemTransforTransformationsPhysical--manufacturingLocational--transportationExchange--retailingStorage--warehousingPhysiological--healthcareInformational--telecommunications18TransformationsPhysical--manufFoodProcessInputsProcessingOutputsRawVegetablesCleaningCanned

vegetablesMetalSheetsMakingcansWaterCuttingEnergyCookingLaborPackingBuildingLabelingEquipment19FoodProcessInputsProcessingOuHospitalProcessInputsProcessingOutputsDoctors,nursesExaminationHealthy

patientsHospitalSurgeryMedicalSuppliesMonitoringEquipmentMedicationLaboratoriesTherapy20HospitalProcessInputsProcessiOrganizationalFunctionsEssentialfunctions:Operations–createstheproductorserviceMarketing–generatesdemand,GetscustomersFinance/accounting–tracksorganizationalperformance,paysbills,ObtainsfundsandTracksmoney21OrganizationalFunctionsEssentFunctions-BankOperationsFinance/AccountingMarketingCheckClearingTellerSchedulingTransactionsProcessingSecurityCommercialBank?1984-1994T/MakerCo.Example122Functions-BankOperationsFinaOrganizationalChartsCommercialBankOperationsTellerSchedulingCheckClearingTransactionsprocessingFacilitiesdesign/layoutVaultoperationsMaintenanceSecurityFinanceInvestmentsSecurityRealEstateAccountingAuditingMarketingLoansCommercialIndustrialFinancialPersonalMortgageTrustDepartment23OrganizationalChartsCommerciaFunctions-AirlineOperationsFinance/AccountingMarketingGroundSupportFlightOperationsFacilityMaintenanceCateringAirline?1984-1994T/MakerCo.Example224Functions-AirlineOperationsFOrganizationalChartsAirlineOperationsGroundsupportequipmentMaintenanceGroundOperationsFacilitymaintenanceCateringFlightOperationsCrewschedulingFlyingCommunicationsDispatchingManagementscienceFinance&AccountingAccountingPayablesReceivablesGeneralLedgerFinanceCashcontrolInternationalexchangeratesMarketingTrafficadministrationReservationsSchedulesTariffs(pricing)SalesAdvertising25OrganizationalChartsAirlineOpFunctions-ManufacturerOperationsFinance/AccountingMarketingProductionControlManufacturingQualityControlPurchasingManufacturingExample326Functions-ManufacturerOperatOrganizationalChartsManufacturingOperationsFacilities:

Construction:maintenanceProduction&inventorycontrol

Scheduling:materialscontrolSupply-chainmanagementManufacturing

Tooling,fabrication,assemblyDesign

ProductdevelopmentanddesignDetailedproductspecificationsIndustrialengineering

Efficientuseofmachines,space,andpersonnelProcessanalysis

DevelopmentandinstallationofproductiontoolsandequipmentFinance&AccountingDisbursements/creditsReceivablesPayablesGeneralledgerFundsManagementMoneymarketInternationalexchangeCapitalrequirementsStockissueBondissuesandrecallMarketingSalespromotionsAdvertisingSalesMarketresearch27OrganizationalChartsManufactuIdentifying

CriticalSuccessFactorsDecisions SampleOptionProduct Customized,orstandardizedQuality DefinecustomerexpectationsandhowtoachievethemProcess Facilitysize,technology,capacityLocation NearsupplierorcustomerLayout WorkcellsorassemblylineHumanresource SpecializedorenrichedjobsSupplychain SingleormultiplesourcesuppliersInventory Whentoreorder,howmuchtokeeponhandSchedule StableorfluctuatingproductionsrateMaintenance RepairasrequiredorpreventivemaintenanceMarketingServiceDistributionPromotionChannelsofdistributionProductpositioning(image,functions)Finance/AccountingLeverageCostofcapitalWorkingcapitalReceivablesPayablesFinancialcontrolLinesofcreditProduction/Operations28Identifying

CriticalSuccess“Themanufacturingbusinessoftomorrowwillnotberunbyfinancialexecutives,marketers,orlawyersinexperiencedinmanufacturing,assomanyU.S.companiesaretoday.”P(pán)eterDruckerTheImportanceofOMinTomorrow29“Themanufacturingbusinessof關(guān)注生產(chǎn)環(huán)節(jié)的管理QualityControlMarketingPOMHRMWorldWarⅡ—1960s1970s—1980s1990s21thCenturyOMIsBecomingACriticalSuccessFactorinthe21thCentury30關(guān)注生產(chǎn)環(huán)節(jié)的管理QualityMarketingPOMWoWhyStudyOM?OMisoneofthreemajorfunctions(marketing,finance,andoperations)ofanyorganization.Wewant(andneed)toknowhowgoodsandservicesareproduced.Wewanttounderstandwhatoperationsmanagersdo.OMissuchacostlypartofanorganization.31WhyStudyOM?OMisoneofthreFisherTechnologiesisasmallfirmthatmerelysurvivesinstiflingcompetitioninacertainfield.Inordertobemorecompetitive,FisherTechnologiesneedstoupdateitsobsoleteproductionequipmentbyapplyingabankloan,sothecompanyismakingthreeoptionalplansintermofmarketing,financingandproductionrespectivelyaimingtoimproveprofit,butwhichoneisthemostfeasible?CaseStudy32FisherTechnologiesisasmallOptionsforIncreasingContribution33OptionsforIncreasingContribTenCriticalDecisionsService,productdesignQualitymanagementProcess,capacitydesignLocationLayoutdesignHumanresources,jobdesignSupply-chainmanagementInventorymanagementSchedulingMaintenance34TenCriticalDecisionsService,TheCriticalDecisionsQualitymanagementWhoisresponsibleforquality?Howdowedefinequality?ServiceandproductdesignWhatproductorserviceshouldweoffer?Howshouldwedesigntheseproductsandservices?35TheCriticalDecisionsQualityTheCriticalDecisions-ContinuedProcessandcapacitydesignWhatprocesseswilltheseproductsrequireandinwhatorder?Whatequipmentandtechnologyisnecessaryfortheseprocesses?LocationWhereshouldweputthefacilityOnwhatcriteriashouldwebasethislocationdecision?36TheCriticalDecisions-ContiTheCriticalDecisions-ContinuedLayoutdesignHowshouldwearrangethefacility?Howlargeafacilityisrequired?HumanresourcesandjobdesignHowdoweprovideareasonableworkenvironment?Howmuchcanweexpectouremployeestoproduce?37TheCriticalDecisions-ContiTheCriticalDecisions-ContinuedSupplychainmanagementShouldwemakeorbuythisitem?Whoareourgoodsuppliersandhowmanyshouldwehave?Inventory,materialrequirementsplanning,Howmuchinventoryofeachitemshouldwehave?Whendowere-order?38TheCriticalDecisions-ContiTheCriticalDecisions-ContinuedIntermediate,shortterm,andprojectschedulingIssubcontractingproductionagoodidea?Arewebetteroffkeepingpeopleonthepayrollduringslowdowns?MaintenanceWhoisresponsibleformaintenance?Whendowedomaintenance?39TheCriticalDecisions-ContiResponsibilitiesofOperationsManagementProducts&servicesPlanning–Capacity–Location––Makeorbuy–Layout–Projects–SchedulingControlling–Inventory–QualityOrganizing–Degreeofcentralization–SubcontractingStaffing–Hiring/layingoff–UseofOvertimeDirecting–Incentiveplans–Issuanceofworkorders–Jobassignments40ResponsibilitiesofOperationsOperationsInterfaceswithanumberofsupportingfunctionsPublicRelationsAccountingIndustrialEngineeringOperationsMaintenancePersonnelPurchasingDistributionMIS41OperationsInterfaceswithanWherearetheOMJobs42WherearetheOMJobs42WhereAretheOMJobs?Technology/methodsFacilities/spaceutilizationStrategicissuesResponsetimePeople/teamdevelopmentCustomerserviceQualityCostreductionInventoryreductionProductivityimprovement43WhereAretheOMJobs?TechnoloTheHistoricEvolutionofOperationsManagementPre-industrialrevolutionCraftproduction:skilledworkers,flexibletools,smallquantitiesandcustomizedgoodsTraits:productionwasslowandcostly,noeconomiesofscaleandthusonstimulantforproductionexpansion.IndustrialrevolutionAnumberofinnovationschangedthefaceofproduction:JamesWatt’ssteamengine(1764),JamesHargreaves’spinningjenny(1770)andEdmundCartwright’spowerloom(1785).44TheHistoricEvolutionofOperTheHistoricEvolutionofOperationsManagement-ContinuedScientificmanagementBasedonobservation,measurement,analysisandimprovementofworkmethods,andeconomicincentives.Untilthenscientificmanagementturnedproductionfrom“theruleofthumb”tothe“scienceofmanagement”.FrederickW.Taylorandmanyotherpioneerscontributedalotinthisstage.ThehumanrelationsmovementScientificmanagementignoredthehumanelementwhichwasemphasizebyanumberofpsychologistswhointroducedaseriesoftheories,amongthemTheoryX,TheoryY,andTheoryZarebestknown.45TheHistoricEvolutionofOperTheHistoricEvolutionofOperationsManagement-ContinuedDecisionmodelandmanagementscienceWiththedevelopmentofmathematicsandduetotheWorldWarTwo,manynewlyinventedtechniqueswereappliedforthecivilianuseandwarfarepurpose.Especially,withtheadventofpersonalcomputerthistrendwasgreatlyimprovedandanewbranchofmanagementemerged:managementsciencewhichdealwiththeproblemwithmathematicalmethodandcomputer.TheinfluenceofJapanesemanufacturersDuring1970stonow,JapanesemanufacturersdevelopedorrefinedmanagementpracticeswhichoriginatedfromtheWestandgreatlyincreasedtheproductivityoftheiroperationsandthequalityoftheirproductsandthisinfluenceexertsprofoundimpacttotheircounterpartsintheWest.46TheHistoricEvolutionofOperTheHeritageofOperationsManagement47TheHeritageofOperationsManSignificantEventsinOperationsManagement48SignificantEventsinOperatioTheHeritageof

OperationsManagementDivisionoflabor(AdamSmith1776andCharlesBabbage1852)Standardizedparts(Whitney1800)ScientificManagement(Taylor1881)Coordinatedassemblyline(Ford/Sorenson/Avery1913)Ganttcharts(Gantt1916)Motionstudy(FrankandLillianGilbreth1922Qualitycontrol(Shewhart1924;Deming1950)Computer(Atanasoff1938)CPM/PERT(DuPont1957)49TheHeritageof

OperationsMaTheHeritageofOperationsManagement-ContinuedMaterialrequirementsplanning(Orlicky1960)Computeraideddesign(CAD1970)Flexiblemanufacturingsystem(FMS1975)BaldrigeQualityAwards(1980)Computerintegratedmanufacturing(1990)Globalization(1992)Internet(1995)50TheHeritageofOperationsManEliWhitneyBorn1765;died1825In1798,receivedgovernmentcontracttomake10,000musketsShowedthatmachinetoolscouldmakestandardizedpartstoexactspecificationsMusketpartscouldbeusedinanymusket?1995CorelCorp.51EliWhitneyBorn1765;died182FrederickW.TaylorBorn1856;died1915Knownas‘fatherofscientificmanagement’In1881,aschiefengineerforMidvaleSteel,studiedhowtasksweredoneBeganfirstmotion×tudiesCreatedefficiencyprinciples?1995CorelCorp.52FrederickW.TaylorBorn1856;Taylor:ManagementShouldTakeMoreResponsibilityforMatchingemployeestorightjobProvidingthepropertrainingProvidingproperworkmethodsandtoolsEstablishinglegitimateincentivesforworktobeaccomplished53Taylor:ManagementShouldTakeFrank&LillianGilbrethFrank(1868-1924);Lillian(1878-1972)Husband-and-wifeengineeringteamFurtherdevelopedworkmeasurementmethodsAppliedefficiencymethodstotheirhome&12children!

(Book&Movie:“CheaperbytheDozen,”book:“BellsonTheirToes”)?1995CorelCorp.54Frank&LillianGilbrethFrankBorn1863;died1947In1903,createdFord

MotorCompanyIn1913,firstused

movingassemblyline

tomakeModelTUnfinishedproduct

movedbyconveyor

pastworkstationPaidworkersverywellfor1911($5/day!)ModelTproducedin1908with514min.$850eachbyhandto1.19min.$290eachin1926bymovingassemblyline.HenryFord‘Makethemallalike!’?1995CorelCorp.‘Anycoloraslongasit’sblack’55Born1863;died1947HenryFordW.EdwardsDemingBorn1900;died1993Engineer&physicistCreditedwithteachingJapanqualitycontrolmethodsinpost-WW2UsedstatisticstoanalyzeprocessHismethodsinvolveworkersindecisions56W.EdwardsDemingBorn1900;diContributionsFromHumanfactorsIndustrialengineeringManagementscienceBiologicalsciencePhysicalsciencesInformationscience57ContributionsFromHumanfactorSignificantEventsinOMDivisionoflabor(Smith,1776)Standardizedparts(Whitney,1800)Scientificmanagement(Taylor,1881)Coordinatedassemblyline(Ford1913)Ganttcharts(Gantt,1916)Motionstudy(theGilbreths,1922)Qualitycontrol(Shewhart,1924)58SignificantEventsinOMDivisiSignificantEvents-ContinuedCPM/PERT(Dupont,1957)MRP(Orlicky,1960)CADFlexiblemanufacturingsystems(FMS)Manufacturingautomationprotocol(MAP)Computerintegratedmanufacturing(CIM)Unlikeotherfieldsofscience,POMwitnessessignificantchangesinevery10years.59SignificantEvents-ContinuedOperationsintheServiceSector60OperationsintheServiceSectServiceEconomies

ProportionofEmploymentintheServiceSector61ServiceEconomies

ProportionoServiceIsaMajorJobProviderinTheUnitedState62ServiceIsaMajorJobProvideJobsintheU.S63JobsintheU.S63OrganizationsinEachSectorServiceSectorExample%ofallJobsProfessionalservices,education,legal,medicalNewYorkCityPS108,NotreDameUniversity,SanDiegoZoo24.3Trade(retail,wholesale)Walgreen’s,Wal-Mart,Nordstroms20.6Utilities,transportationPacificGas&Electric,AmericanAirlines,SantaFeR.R,RoadwayExpress7.2(OperationsManagement

by

JayHeizer,BarryRender,7e)64OrganizationsinEachSectorSeOrganizationsinEachSectorServiceSectorExample%ofallJobsBusiness&RepairServicesSnelling&Snelling,WasteManagement,Pitney-Bowes7.1Finance,Insurance,RealEstateCiticorp,AmericanExpress,Prudential,Aetna,TrammelCrow6.5Food,Lodging,EntertainmentMcDonald’s,HardRockCafé,Motel6,HiltonHotels,WaltDisneyParamountPictures5.2PublicAdministrationU.S.,StateofAlabama,CookCounty4.565OrganizationsinEachSectorSeOrganizationsinEachSectorManufacturingSectorExample%ofallJobsGeneralGeneralElectric,Ford,U.S.Steel,Intel14.8ConstructionBechtel,McDermott7.0AgricultureKingRanch2.4MiningHomestakeMining0.466OrganizationsinEachSectorMOrganizationsinEachSector

SummarySector%ofallJobsService75.4%Manufacturing24.6%67OrganizationsinEachSector

1850751900255075200040506070197075808590952000PercentUnitedStatesCanadaFranceItalyBritainJapanWGermany19702000ServicesIndustryFarming25020015010050080%706050403020100U.S.Employment,%ShareServicesasaPercentofGDPU.S.ExportsofServicesInBillionsofDollarsYear2000dataisestimatedDevelopmentoftheServiceEconomy681850751900255075CharacteristicsofGoodsTangibleproductConsistentproductdefinitionProductionusuallyseparatefromconsumptionCanbeinventoriedLowcustomerinteraction?1995CorelCorp.69CharacteristicsofGoodsTangibCharacteristicsofServiceIntangibleproductProduced&consumedatsametimeOftenuniqueHighcustomerinteractionInconsistentproductdefinitionOftenknowledge-basedFrequentlydispersed?1995CorelCorp.70CharacteristicsofServiceIntaGoodsVersusServicesCanberesoldCanbeinventoriedSomeaspectsofqualitymeasurableSellingisdistinctfromproductionResellingunusualDifficulttoinventoryQualitydifficulttomeasureSellingispartofservice

Goods

Service71GoodsVersusServicesCanbereGoodsVersusServices-ContinuedProductistransportableSiteoffacilityimportantforcostOfteneasytoautomateRevenuegeneratedprimarilyfromtangibleproductProvider,notproductistransportableSiteoffacilityimportantforcustomercontactOftendifficulttoautomateRevenuegeneratedprimarilyfromintangibleservice.

Goods

Service72GoodsVersusServices-ContinKeyDifferences?Customercontact?Uniformityofinput?Laborcontent?Uniformityofoutput?Measurementofproductivity?QualityassuranceThesedifferencesarebeginningtofadeinmanycases73KeyDifferences?CustomercontaGoodsContainServices/ServicesContainGoods0255075100255075100AutomobileComputerInstalledCarpetingFast-foodMealRestaurantMealAutoRepairHospitalCareAdvertisingAgencyInvestmentManagementConsultingServiceCounselingPercentofProductthatisaGoodPercentofProductthatisaService74GoodsContainServices/ServiSteelproduction

AutomobilefabricationHousebuilding

RoadconstructionDressmakingFarmingAutoRepairAppliancerepairMaidServiceManualcarwashTeachingLawnmowingLowservicecontentHighgoodscontentHighservicecontentLowgoodscontentIncreasinggoodscontentIncreasingservicecontentGoods-servicecontinuum75Steelproduction

AutomobilefaChangingChallengesfortheOperationsManager76ChangingChallengesfortheOpChangingChallengesfortheOperationsManager77ChangingChallengesfortheOpSituationThatOperationsFaceNowadaysGlobalizationEnvironmentalIssues

GreenmanufacturingTime-basedcompetitionTimeandmotionstudyaimingtoshortenprocessingtimeImprovingflexibilitybyreducingthesetuptimeCuttingR&Dtimebyintroducingconcurrentengineering(CE)ZerotimebyAgileManagementandSCM78SituationThatOperationsFaceNewtrendsinOperationsManagementEmphasisonPOMwhichisagatewaytocorporatestrategiesBusinessprocessreengineeringLeanproductionSupplychainmanagementAgilemanagement

Virtualenterprise,win-winsolutionMasscustomizationE-commerce79NewtrendsinOperationsManagThePurchasingManagersIndex(PMI)☆TheindexisliketheDowJonesIndustrialsAverage,butinsteadofriseandfallofasetofstocks,thePMImeasurestheriseandfallofmanufacturingintheUnitedStates.☆Theindexiscalculatedusingasetofmeasuresofnewmanufacturingorders,productionvolume,supplierdeliveries,inventorylevels,andemployment.ThedataarecollectedfromamonthlysurveyconductedbyNAPM,theNationalAssociationofPurchasingManagement.☆ThePMIisaleadingindicatorofeconomicactivity,44.5percentisthethreshold,GDPisexpandingifaboveit,andaPMIbelow44.5percentshowsthattheGDPisgenerallydeclining.80ThePurchasingManagersIndex8181Finally,I’dlikeleaveacoupleofminutesforyouguystoformintoseveral3-to-5-persongroupswhicharebasedonindividualstudents’consentandeachgroupshouldcontainnomorethan5students.Let’sgetstarted!82Finally,I’dlikeleaveacoupOperationsManagement

運(yùn)營(yíng)管理云南大學(xué)商旅學(xué)院

吳奇志83OperationsManagement

運(yùn)營(yíng)管理云南大學(xué)PleaseContactCellPhonemail：victorwqz@

victorwqz@84PleaseContact2AnnouncementPleasenotifymeinadvanceifyouareabsentorlate,takingaFrenchleaveisnotallowed.AccordingtotherulesmadebyMBAoffice,thosewhoareabsentonethirdorabovefromthetotalclasseswillbebarredfromthefinalexam,nomatterwhatgradeyougetintheother2!85Announcement3Ifyouhaveanycomments,pleasefeelfreetoletmeknow,eitherbyemail,phonecallorface-to-facetalk,I’dpreferthelatterforitshighefficiency.YoursuggestionsarewelcomedsoIamopentothemallthetime.

Besides,I’dlikeyoutotreatmenotonlylikeateacher,butafriendaswell.ThanksforthePOMcourse,foritservesasabridgebetweenus.86Ifyouhaveanycomments,PerformanceAppraisalParticipation&Attendance：25%Assignment&CaseStudyinWrittenForm：25%FinalExam：50%

87PerformanceAppraisal5OperationsManagementforCompetitiveAdvantageRichardB.Chase,NicholasJ.Aquilano,F.RobertJacobsNinthEditionMcGraw-HillTextBook88OperationsManagementforCompMainReferenceBooks1OperationsManagementJayHeizer,BarryRender/SeventhEdition/PearsonEducation2OperationsManagementWilliamJ.Stevenson/SeventhEdition/McGraw-Hill89MainReferenceBooks7GuidelineinTeachingThisCourseFocusonbird’s-eyeviewofPOMratherthanacertainspecificcontent,FocusonthemanagerialmatterofPOMratherthanmethodologiesandtechniques,FocusonthemostusefulsegmentsofPOMratherthanacomprehensiveones,andLecture,casestudy(assignment),discussion,andsitetouring(speechesgivenbycelebritiesofPOM)willcomprisethetotalactivitiesofthiscourse.90GuidelineinTeachingThisCouHowtoBecomeAPOMExpert?YoushouldhaveasoundmathematicalsenseforsomanyPOMproblemsneedtobecalculated,YoushouldhaveagoodknowledgeofcomputerscienceforitisavaluabletooltotacklePOMproblems,Youshoulddealwiththerealproblemsbyusingthebookknowledge,Last,notleast,youshouldbefamiliarwiththeEnglishlanguagebecausethenewlyemergedPOMtechniquesaremostlyexplainedinthislanguage.91HowtoBecomeAPOMExpert?YoOperationsManagement

IntroductiontoOperationsManagement

Chapter192OperationsManagement

IntroduOutlineWHATISOPERATIONSMANAGEMENT?THREEORGANIZATIONALFUNCTIONSWHYSTUDYOM?OPERATIONSDESCISIONSWHATOPERATIONSMANAGERSDOWHEREARETHEOMJOBS?93Outline11Outline-ContinuedTHEHERITAGEOFOPERATIONSMANAGEMENTOPERATIONSINTHESERVICESECTORDifferencesbetweenGoodsandServicesGrowthofServicesEXCITINGNEWTRENDSINOPERATIONSMANAGEMENT94Outline-ContinuedTHEHERITAGLearningObjectivesWhenyoucompletethischapter,youshouldbeableto:IdentifyorDefine:OperationsManagement(OM)WhatoperationsmanagersdoServices95LearningObjectivesWhenyoucoLearningObjectives-ContinuedWhenyoucompletethischapter,youshouldbeableto:DescribeorExplain:AbriefhistoryofoperationsmanagementCareeropportunitiesinoperationsmanagementThefutureofthediscipline96LearningObjectives-ContinueWhatIsOperationsManagement?ProductionisthecreationofgoodsandservicesOperationsmanagementisthesetofactivitiesthat