【正文】 cationaltransportation ? Exchangeretailing ? Storagewarehousing ? Physiologicalhealth care ? Informationaltelemunications 119 Food Process Inputs Processing Outputs Raw Vegetables Cleaning Canned vegetables Metal Sheets Making cans Water Cutting Energy Cooking Labor Packing Building Labeling Equipment 120 Hospital Process Inputs Processing Outputs Doctors, nurses Examination Healthy patients Hospital Surgery Medical Supplies Monitoring Equipment Medication Laboratories Therapy 121 Organizational Functions ?Essential functions: ? Operations –creates the product or service ? Marketing – generates demand, Gets customers ? Finance/accounting – tracks anizational performance, pays bills, Obtains funds and Tracks money 122 Functions Bank Operations Finance/ Accounting Marketing Check Clearing Teller Scheduling Transactions Processing Security Commercial Bank 169。 died 1825 ? In 1798, received government contract to make 10,000 muskets ? Showed that machine tools could make standardized parts to exact specifications ? Musket parts could be used in any musket 169。 Lillian (18781972) ? Husbandandwife engineering team ? Further developed work measurement methods ? Applied efficiency methods to their home 12 children! ? (Book Movie: “Cheaper by the Dozen,” book: “Bells on Their Toes”) 169。 died 1993 ? Engineer physicist ? Credited with teaching Japan quality control methods in postWW2 ? Used statistics to analyze process ? His methods involve workers in decisions 157 Contributions From ?Human factors ?Industrial engineering ?Management science ?Biological science ?Physical sciences ?Information science 158 Significant Events in OM ?Division of labor (Smith, 1776) ?Standardized parts (Whitney, 1800) ?Scientific management (Taylor, 1881) ?Coordinated assembly line (Ford 1913) ?Gantt charts (Gantt, 1916) ?Motion study (the Gilbreths, 1922) ?Quality control (Shewhart, 1924) 159 Significant Events Continued ?CPM/PERT (Dupont, 1957) ? MRP (Orlicky, 1960) ?CAD ?Flexible manufacturing systems (FMS) ?Manufacturing automation protocol (MAP) ?Computer integrated manufacturing (CIM) Unlike other fields of science, POM witnesses significant changes in every 10 years. 160 Operations in the Service Sector 161 Service Economies Proportion of Employment in the Service Sector 01020304050607080PolandPortugalCzech Rep.HungaryGreeceItalySpainGermanyIrelandAustriaJapanFinlandSwitz.DenmarkFranceSwedenU.K.BelgiumNorwayLux.U.S.A.Neth.C o u n tr yPercent of Total Employment162 Service Is a Major Job Provider in The United State 163 Jobs in the 26%18%16%14%6%6%5%5%3%1%Ed u c ati on , H e al th , e tc .M an u f ac tu r i n gR e tai l T r ad eS tate Loc al G ov 39。 1995 Corel Corp. 171 Goods Versus Services ?Can be resold ?Can be inventoried ?Some aspects of quality measurable ?Selling is distinct from production ?Reselling unusual ?Difficult to inventory ?Quality difficult to measure ?Selling is part of service Goods Service 172 Goods Versus Services Continued ?Product is transportable ?Site of facility important for cost ?Often easy to automate ?Revenue generated primarily from tangible product ?Provider, not product is transportable ?Site of facility important for customer contact ?Often difficult to automate ?Revenue generated primarily from intangible service. Goods Service 173 Key Differences ? Customer contact ? Uniformity of input ? Labor content ? Uniformity of output ? Measurement of productivity ? Quality assurance These differences are beginning to fade in many cases 174 Goods Contain Services / Services Contain Goods 0 25 50 75 100 25 50 75 100 Automobile Computer Installed Carpeting Fastfood Meal Restaurant Meal Auto Repair Hospital Care Advertising Agency Investment Management Consulting Service Counseling Percent of Product that is a Good Percent of Product that is a Service 175 Steel production Automobile fabrication House building Road construction Dressmaking Farming Auto Repair Appliance repair Maid Service Manual car wash Teaching Lawn mowing Low service content High goods content High service content Low goods content Increasing goods content Increasing service content Goodsservice continuum 176 Changing Challenges for the Operations Manager P a s t C a u s e s F u t u r e L o c a l o r n a ti o n a l fo c u s Low c o s t, r e l i a b l e w o r l d w i d e c o m m u n i c a ti o n a n d tr a n s p o r ta ti o n n e tw o r k s G l o b a l F o c u s B a tc h (l a r g e ) s h i p m e n ts C o s t o f c a p i ta l p u ts p r e s s u r e o n r e d u c i n g i n v e s tm e n t i n i n v e n to r y J u s t in ti m e s h i p m e n ts Low b i d p u r c h a s i n g Q u a l i ty e m p h a s i s r e q u i r e s th a t s u p p l i e r s b e e n g a g e d i n p r o d u c t i m p r o v e m e