【正文】 nance Catering Airline 169。 19841994 T/Maker Co. Example 2 125 Organizational Charts Airline Operations Ground support equipment Maintenance Ground Operations Facility maintenance Catering Flight Operations Crew scheduling Flying Communications Dispatching Management science Finance Accounting Accounting Payables Receivables General Ledger Finance Cash control International exchange rates Marketing Traffic administration Reservations Schedules Tariffs (pricing) Sales Advertising 126 Functions Manufacturer Operations Finance/ Accounting Marketing Production Control Manufacturing Quality Control Purchasing Manufacturing Example 3 127 Organizational Charts Manufacturing Operations Facilities: Construction:maintenance Production inventory control Scheduling: materials control Supplychain management Manufacturing Tooling, fabrication,assembly Design Product development and design Detailed product specifications Industrial engineering Efficient use of machines, space, and personnel Process analysis Development and installation of production tools and equipment Finance Accounting Disbursements/credits Receivables Payables General ledger Funds Management Money market International exchange Capital requirements Stock issue Bond issues and recall Marketing Sales promotions Advertising Sales Market research 128 Identifying Critical Success Factors Decisions Sample Option Product Customized, or standardized Quality Define customer expectations and how to achieve them Process Facility size, technology, capacity Location Near supplier or customer Layout Work cells or assembly line Human resource Specialized or enriched jobs Supply chain Single or multiple source suppliers Inventory When to reorder, how much to keep on hand Schedule Stable or fluctuating productions rate Maintenance Repair as required or preventive maintenance Marketing Service Distribution Promotion Channels of distribution Product positioning (image, functions) Finance/Accounting Leverage Cost of capital Working capital Receivables Payables Financial control Lines of credit Production/Operations 129 “The manufacturing business of tomorrow will not be run by financial executives, marketers, or lawyers inexperienced in manufacturing, as so many . panies are today.” Peter Drucker The Importance of OM in Tomorrow 130 關(guān)注生產(chǎn)環(huán)節(jié)的管理 Quality Control Marketing POM HRM World WarⅡ —1960s 1970s—1980s 1990s 21th Century OM Is Being A Critical Success Factor in the 21th Century 131 Why Study OM? ?OM is one of three major functions (marketing, finance, and operations) of any anization. ?We want (and need) to know how goods and services are produced. ?We want to understand what operations managers do. ?OM is such a costly part of an anization. 132 Fisher Technologies is a small firm that merely survives in stifling petition in a certain field. In order to be more petitive, Fisher Technologies needs to update its obsolete production equipment by applying a bank loan, so the pany is making three optional plans in term of marketing, financing and production respectively aiming to improve profit, but which one is the most feasible? Case Study 133 Options for Increasing Contribution M a r k e t i n g O p t i o n F i n a n c e A c c o u n t i n g O p t i o n O M O p t i o n C u r r e n t S a l e s R e v e n u e : + 5 0 % F i n a n c e C o s t s : 50% P r o d u c t i o n C o s t s : 20% S a l e s $ 1 0 0 , 0 0 0 $ 1 5 0 , 0 0 0 $ 1 0 0 , 0 0 0 $ 1 0 0 , 0 0 0 C o s t o f G o o d s S o l d 8 0 , 0 0 0 1 2 0 , 0 0 0 8 0 , 0 0 0 6 4 , 0 0 0 G r o s s M a r g i n 2 0 , 0 0 0 3 0 , 0 0 0 2 0 , 0 0 0 3 6 , 0 0 0 F i n a n c e C o s t s 6 , 0 0 0 6 , 0 0 0 3 , 0 0 0 6 , 0 0 0 N e t M a r g i n 1 4 , 0 0 0 2 4 , 0 0 0 1 7 , 0 0 0 3 0 , 0 0 0 T a x e s 25% 3 , 5 0 0 6 , 0 0 0 4 , 2 5 0 7 , 5 0 0 C o n t r i b u t i o n 1 0 , 5 0 0 1 8 , 0 0 0 1 2 , 7 5 0 2 2 , 5 0 0 134 Ten Critical Decisions ? Service, product design ? Quality management ? Process, capacity design ? Location ? Layout design ? Human resources, job design ? Supplychain management ? Inventory management ? Scheduling ? Maintenance 135 The Critical Decisions ?Quality management ? Who is responsible for quality? ? How do we define quality? ?Service and product design ? What product or service should we offer? ? How should we design these products and services? 136 The Critical Decisions Continued ?Process and capacity design ? What processes will these products require and in what order? ? What equipment and technology is necessary for these processes? ?Location ? Where should we put the facility ? On what criteria should we base this location decision? 137 The Critical Decisions Continued ?Layout design ? How should we arrange the facility? ? How large a facility is required? ?Human resources and job design ? How do we provide a reasonable work environment? ? How much can we expect our employees to produce? 138 The Critical Decisions Continued ?Supply chain management ? Should we make or buy this item? ? Who are our good suppliers and how many should