個案討論全球市佔(zhàn)率第一的汽車廠，―BENZ？BMW？GM？TOYOTA？…(JIT，QualityManagement)Wal-Mart低價策略的背後推手…(SupplyChainManagement)＊＊汽車週休三日…(CapacityPlanning)鴻海裁過頭，回補(bǔ)萬名員工…(AggregateProductionPlanning)消費(fèi)券對3C產(chǎn)業(yè)的影響…(BullwhipEffect)生產(chǎn)線上看起來很忙碌…(WorkStudy，Scheduling，QualityManagement，JustinTime…)黑＊蔡的抱怨…(BullwhipEffect，DistributionChannels)FedEx(speed)vs.宅配(lowcost，dependabledeliveries，doortodoor)1企業(yè)功能生產(chǎn)：透過轉(zhuǎn)換過程將各種投入資源轉(zhuǎn)換成最終產(chǎn)品與服務(wù)。行銷：發(fā)掘消費(fèi)者實(shí)質(zhì)或潛在的需求，並透過各種手段加以滿足。人力資源管理：配合組織的策略及各項作業(yè)需要，適時的提供所需人力在質(zhì)與量上的滿足。研究發(fā)展：配合組織的策略需求，維持組織的產(chǎn)品與製程技術(shù)在一定水準(zhǔn)上的程度，以求提昇企業(yè)的競爭力。財務(wù)：配合組織各項作業(yè)，找尋適當(dāng)資金來源，以最低的資金成本滿足組織資金需求，並將風(fēng)險控制在可以接受範(fàn)圍之內(nèi)。資訊：籌建組織的資訊系統(tǒng)，提供組織各階層所需的資訊，以支援內(nèi)部作業(yè)、輔助決策制定，或以網(wǎng)路連結(jié)上、下游的供應(yīng)商、通路與顧客，追求提昇企業(yè)的競爭優(yōu)勢。2管理功能規(guī)劃：界定組織的目標(biāo)，並找尋達(dá)成目標(biāo)的手段或方法。組織：界定各單位的業(yè)務(wù)職掌與權(quán)責(zé)，建立分工合作的關(guān)係。領(lǐng)導(dǎo)：激勵員工使其朝向組織的目標(biāo)努力，提供最大貢獻(xiàn)。控制：掌握業(yè)務(wù)的進(jìn)行方向，以追求組織目標(biāo)的達(dá)成。3企業(yè)管理矩陣行銷生產(chǎn)人事財務(wù)資訊研發(fā)規(guī)劃組織領(lǐng)導(dǎo)控制4作業(yè)管理的意義管理是藉由計劃、組織、用人、領(lǐng)導(dǎo)、控制等功能性的活動，使組織內(nèi)部的人物、設(shè)備、錢、資訊、時間等資源有效地整合與運(yùn)用，俾達(dá)組織所追求的目標(biāo)，並達(dá)成內(nèi)、外部顧客最大的滿足。5生產(chǎn)系統(tǒng)投入

土地

勞動

資本轉(zhuǎn)換過程

產(chǎn)出

貨品

服務(wù)控制回饋回饋回饋

附加價值6附加價值作業(yè)功能的本質(zhì)是在轉(zhuǎn)換的過程中增加價值。附加價值(value-added)：投入成本與產(chǎn)出價值（或價格）之間的差異。7ProcessesProcessesshouldaddvalue.Processescanbebrokendownintosub-processes,whichinturncanbebrokendownfurther.Anyprocessthatispartofalargerprocessisconsidereda“nestedprocess.”Eachprocessandeachnestedprocesshasinputsandoutputs.8Externalvs.InternalCustomersExternalCustomersarethosewhopurchasethegoodsandservices.InternalCustomersarethosewhoreceivetheoutputofotherswithinthefirm.Theyarepartofthetransformationprocess.InputsfromotherprocessesTransformationProcesses

(Addingvalue)OutputstoInternalortoExternalcustomers9問題討論提升效率壓縮工時10ValueChainsValuechainsareaninterrelatedseriesofprocessesthatproduceaserviceorproducttothesatisfactionofcustomers.Valuechainsmayhavecoreprocessesorsupportprocesses.Coreprocessesdelivervaluetoexternalcustomers.Supportprocessesprovidevitalinputsforthecoreprocesses.11CoreProcessesCustomerrelationshipprocessesIdentify,attract,andbuildrelationshipswithexternalcustomersandfacilitatetheplacementoforders.Newservice/productdevelopmentprocessesDesignanddevelopnewservicesorproductsfrominputsreceivedfromexternalcustomerspecifications.OrderfulfillmentprocessesTheactivitiesrequiredtoproduceanddelivertheserviceorproducttotheexternalcustomers.SupplierrelationshipprocessesSelectsuppliersofservices,materialsandinformationandfacilitatethetimelyandefficientflowoftheseitemsintothefirm.12問題討論論顧客要什什麼―wiivs.PS3Dell的成功中衛(wèi)體系系vs.彼此競爭爭的供應(yīng)應(yīng)商13OperationsastheTechnicalCore

OperationsFinance/AccountingHumanResourcesMarketingSuppliersProductionandInventorydataCapitalbudgetingrequestsCapacityexpansionandTechnologyplansBudgetsCostanalysisCapitalinvestmentsStockholderrequirementsOrdersformaterialsProductionanddeliverySchedulesQualityRequirementsDesign/PerformancespecsMaterialavailabilityQualitydataDeliveryschedulesDesignsProduct/ServiceAvailabilityLead-timeestimatesStatusoforderDeliveryschedulesSalesforecastsCustomerordersCustomerfeedbackPromotionsPersonnelneedsSkillsetsPerformanceevaluationsJobdesign/workmeasurementHiring/firingTrainingLegalrequirementsUnioncontractnegotiations14作業(yè)管理理的範(fàn)籌籌1?系統(tǒng)設(shè)計–產(chǎn)品與服務(wù)的設(shè)計–製程選擇–產(chǎn)能規(guī)劃–設(shè)施規(guī)劃–工作系統(tǒng)的設(shè)計?系統(tǒng)作業(yè)–品質(zhì)管制–總體規(guī)劃–存量管理–物料需求計劃–專案管理15OperationsRoadmap(作業(yè)管理理的範(fàn)籌籌2)CompetingwithOperationsOperationsAsaCompetitiveWeapon1OperationsStrategy2ProcessDesignStrategy3DesigningValueChainsSupplyChainDesign9LeanSystems11Location10DesigningandImprovingProcessesProcessAnalysis4ProcessPerformanceandQuality5ProcessCapability6ProcessLayout7PlanningandManagingProjects8OperatingValueChainsInformationTechnologyandValueChains12Forecasting13InventoryManagement15ResourcePlanning16Scheduling17AggregatePlanning14Outcomes16作業(yè)管理理的責(zé)任任(作業(yè)管理理的範(fàn)籌籌3)產(chǎn)品

&

服務(wù)規(guī)劃–產(chǎn)能–地點(diǎn)––自製或外購–佈置–專案–排程控制–存貨–品質(zhì)成本生產(chǎn)力組織–中央集權(quán)的程度–製程選擇用人–雇用/遣散–加班指導(dǎo)–獎勵計畫–工作命令–工作指派––17HistoricalEventsinOMIndustrialRevolutionScientificManagementHumanRelationsManagementScienceQualityRevolutionGlobalizationInformationAge/InternetRevolution18HistoricalEventsinOMIndustrialRevolutionSteamengine1769 JamesWattDivisionoflabor 1776 AdamSmithInterchangeableparts 1790 EliWhitneyScientificManagementPrinciples 1911FrederickW.TaylorTimeandmotionstudies1911Frank&LillianGilbrethActivityschedulingchart 1912 HenryGantMovingassemblyline1913 HenryFord19HistoricalEventsinOMHumanRelationsHawthornestudies 1930 EltonMayoMotivationtheories1940s AbrahamMaslow1950s FrederickHertzberg1960s DouglasMcGregorManagementScienceLinearprogramming 1947GeorgeDantzigDigitalcomputer1951 RemingtonRandSimulation,PERT/CPM, 1950sOperationsresearchWaitinglinetheorygroupsMRP1960s JosephOrlicky,IBM20HistoricalEventsinOMQualityRevolutionJIT1970s TaiichiOhno,ToyotaTQM1980s W.EdwardsDeming,JosephJuran,et.al.StrategyandoperationsSkinner,HayesReengineering 1990sHammer,ChampyWorldTradeOrganization1990s NumerouscountriesandcompaniesGlobalizationEuropeanUnionand 1970sIBMandothersothertradeagreementsEDI,EFT,CIM 1980s21HistoricalEventsinOM22生產(chǎn)系統(tǒng)的的分類依標(biāo)準(zhǔn)化程度度分類標(biāo)準(zhǔn)化的產(chǎn)產(chǎn)出客製化的產(chǎn)產(chǎn)出依生產(chǎn)型態(tài)分類大量生產(chǎn)批量生產(chǎn)個別批生產(chǎn)產(chǎn)專案生產(chǎn)產(chǎn)品製造與服務(wù)作業(yè)23服務(wù)是無形的，而產(chǎn)品是有形的。服務(wù)的產(chǎn)出多與服務(wù)務(wù)的消費(fèi)同時時發(fā)生。服務(wù)業(yè)經(jīng)常有顧客參與與在整個流程中。服務(wù)業(yè)的產(chǎn)能易消消失性。服務(wù)的地點(diǎn)要遷就顧客客。服務(wù)業(yè)屬勞力密集集產(chǎn)業(yè)。服務(wù)的績效不易易衡量。服務(wù)業(yè)與與製造業(yè)業(yè)的差異異24問題討論論熱忱、貼貼心、舒舒適…的的定義?教師、醫(yī)醫(yī)師的績績效評估估內(nèi)涵與與方式……?顧客抱怨怨大排長長龍浪費(fèi)費(fèi)時間……假日爆滿滿，平時時冷清……25製造和服服務(wù)的比比較分析析特性產(chǎn)出與顧客接觸程度投入的一致性勞力密集程度產(chǎn)出的一致性生產(chǎn)力的衡量品質(zhì)改善的機(jī)會

製造有形產(chǎn)品低高低高容易高服務(wù)無形服務(wù)高低高低困難低High26生產(chǎn)力(productivity)生產(chǎn)力乃乃企業(yè)資資源投入入與產(chǎn)出出的比例例生產(chǎn)力=產(chǎn)出/投入單項生產(chǎn)產(chǎn)因素生生產(chǎn)力產(chǎn)出/(單項投投入生產(chǎn)產(chǎn)因素)多項生產(chǎn)產(chǎn)因素生生產(chǎn)力(multifactorproductivity)產(chǎn)出/(多項投投入生產(chǎn)產(chǎn)因素)總生產(chǎn)力力產(chǎn)出/(所有投投入生產(chǎn)產(chǎn)因素)27各種不同同的生產(chǎn)產(chǎn)力衡量量單項生產(chǎn)產(chǎn)產(chǎn)產(chǎn)出出產(chǎn)產(chǎn)出產(chǎn)產(chǎn)出產(chǎn)產(chǎn)出出因素生產(chǎn)產(chǎn)力勞勞工工機(jī)機(jī)器資本能能源多項生產(chǎn)產(chǎn)產(chǎn)產(chǎn)出產(chǎn)產(chǎn)出出因素生產(chǎn)產(chǎn)力勞勞工工+機(jī)機(jī)器勞工+資本本+能源總生產(chǎn)力力產(chǎn)產(chǎn)品或服服務(wù)之產(chǎn)產(chǎn)出所有投入入的生產(chǎn)產(chǎn)因素28問題倉頡vs.無無蝦米米鍵盤vs.語語音輸輸入一分鐘100個個字，錯錯誤率15%vs.一分分鐘90個字，，錯誤率率0有20份份文件待待打，先先打哪一一份？29影響生產(chǎn)產(chǎn)力的因因素資本品質(zhì)

技術(shù)

管理方法30生產(chǎn)力衡衡量之問問題品質(zhì)未考慮到到與顧客滿意意度密切相關(guān)關(guān)的品質(zhì)質(zhì)外部因素素生產(chǎn)力的的提升是是由於外外部大環(huán)環(huán)境的改改善所產(chǎn)產(chǎn)生的綜綜合結(jié)果果。例如，資訊科技技的發(fā)展展…量度的基基準(zhǔn)不一一31改進(jìn)生產(chǎn)產(chǎn)力的方方法發(fā)展生產(chǎn)產(chǎn)力之衡量方法確定瓶頸作業(yè)業(yè)發(fā)展提昇昇生產(chǎn)力力的辦法擬定合理理的生產(chǎn)產(chǎn)力改善善目標(biāo)組織管理階層層的支持持衡量生產(chǎn)產(chǎn)力改進(jìn)進(jìn)績效並並公告周周知(控制、資資訊回饋饋)勿將生產(chǎn)產(chǎn)力與效效率混淆淆在一起起32競爭要素素成本Low-costoperations品質(zhì)TopqualityConsistentquality產(chǎn)品差異異化服務(wù)時間FastdeliverytimeOn-timedeliveryDevelopmentspeedTime-basedcompetition彈性CustomizationVolumeflexibility33生產(chǎn)系統(tǒng)演進(jìn)進(jìn)與競爭優(yōu)勢勢的關(guān)係競爭優(yōu)勢勢手工藝生產(chǎn)大量生產(chǎn)豐田生產(chǎn)及時生產(chǎn)零存貨生產(chǎn)敏捷製造成本品質(zhì)彈性時間192019501980200034服務(wù)策略1標(biāo)準(zhǔn)化服務(wù)策策略(standardized-servicesstrategy)CompetitiveprioritiesConsistentqualityOn-timedeliveryLowcosts例如，F(xiàn)edEx……接單組裝服務(wù)務(wù)策略(assemble-to-orderservicesstrategy)CompetitiveprioritiescustomizationFastdeliverytime例如，速食店店…35服務(wù)策略2客製化服務(wù)策策略(customized-servicesstrategy)CompetitiveprioritiesHigh-performancedesignCustomization例如，眼鏡行行…36案例討論100元剪髮髮vs.750剪髮髮便利商店vs.大賣賣場37製造策略1存貨生產(chǎn)策略略(make-to-stockstrategy)CompetitiveprioritiesConsistentqualityLowcosts例如，可樂…接單組裝製造造策略(assemble-to-ordermanufacturingstrategy)CompetitiveprioritiesCustomizationFastdeliverytime例如，傢俱業(yè)業(yè)…38製造策略2接單生產(chǎn)策略略(make-to-orderstrategy)CompetitiveprioritiesCustomization例如，特殊醫(yī)醫(yī)療器材…39大量客製化(MassCustomization)MeaningAnexampleoftheassemble-to-orderstrategy,wherebyafirm’sflexibleprocessesgeneratecustomizedproductsorservicesinhighvolumesatreasonablylowcosts.SuccessfulkeyPostponingthetaskofdifferentiatingaproductorserviceforaspecificcustomeruntilthelatestpossiblemoment.40Implicationsofmasscustomization1ProductorserviceimplicationsAproductorserviceshouldbedesignedsothatitconsistsofindependentmodulesthatcanbeassembledintodifferentformseasilyandinexpensively.41Implicationsofmasscustomization2ProcessimplicationsProcessesshouldbedesignedsothattheycanbeusedtomeetawidevarietyofneeds.Onekeytosupportingmasscustomizationistodesignprocessesasindependentmodulesthatcanbearrangedtoprovidecustomizationatthelatestpossiblemoment.42Implicationsofmasscustomization3InternetimplicationsWebpagescanbedesignedtoattractcustomersandallowthemtoconfiguretheirownproductsorserviceseasilyandquickly.43案例44問題討論腳踏車業(yè)者大大量客製化之之可行性…45企業(yè)趨勢企業(yè)e化供應(yīng)鏈品質(zhì)與流程改改進(jìn)科技的創(chuàng)新全球化作業(yè)策略環(huán)境議題企業(yè)精簡精實(shí)生產(chǎn)(leanproduction)46CategoriesofE-CommerceBusinessConsumerBusinessConsumerB2BCB2CAC2BPC2CeB47ANewValueChainManufacturerWholesaler/distributor

Retailer

ConsumerInfomediaryManufacturer

E-Retailer

Aggregator

Portal

ConsumerManufacturerWholesaler/distributor

Retailer

Consumer(a)TraditionalValueChain(b)IntermediariesEliminated(Deintermediation)(b)NewIntermediariesIntroduced(Reintermediation)48Newintermediariesofvaluechain49AnIntegratedValueChainManufacturerSupplierCustomerFlowofinformation(customerorder)Flowofproduct(orderfulfillment)50TheGrowthofE-CommerceB2BB2C8000–6