上游充通大￥ SHANGHAI JIAO TONG UNIVERSITY 1896 1920 1987 2006 Chapter 1 Production System and Operations Strategy Professor JIANG Zhibin Department of Industrial Engineering Logistics Management Shanghai Jiao Tong University
1896 1920 1987 2006 Chapter 1 Production System and Operations Strategy Professor JIANG Zhibin Department of Industrial Engineering & Logistics Management Shanghai Jiao Tong University
图 Contents 1.Basic Conception of Production Operations Management 2.Production System and its Classification 3.Organization of Production System 4.Operations Management &Operations Strategy 5.The Classical View of Operations Strategy 6.Matching Process and Product Life Cycles 7.Capacity Growth Planning
Contents 1. Basic Conception of Production & Operations Management 2. Production System and its Classification 3. Organization of Production System 4. Operations Management &Operations Strategy 5. The Classical View of Operations Strategy 6. Matching Process and Product Life Cycles 7. Capacity Growth Planning
1.5.The Classic View of Operation Strategy The traditional view of manufacturing strategy was put forward by Wickham Skinner of the Harvard Business School. .Classical operations strategy thinking relates to the following issues: 1.Time horizon 2.Focus 3.Evaluation 4.Consistency
1.5. The Classic View of Operation Strategy • The traditional view of manufacturing strategy was put forward by Wickham Skinner of the Harvard Business School. • Classical operations strategy thinking relates to the following issues: 1. Time horizon 2. Focus 3. Evaluation 4. Consistency
1.5.The Classic View of Operation Strategy Decision Time Horizons Decision Time Horizons refer to the length of time required for the strategy to have impact on. Decision horizon Short Intermediate Long [hours or days) (weeks or months) (one year or longer) Purchasing Forecasting New facilities Scheduling Manpower Sales channels Maintenance Distribution Service Inventory objectives Issues Fig1-1 Decision Time Horizons of Manufacturing Strategy
1.5. The Classic View of Operation Strategy - Decision Time Horizons Decision Time Horizons refer to the length of time required for the strategy to have impact on. Fig1-1 Decision Time Horizons of Manufacturing Strategy
1.5.The Classic View of Operation Strategy- Decision Time Horizons Short-term decision horizon Impacts of Short-term OS are measured in terms of days or even hours; √ Include purchasing,production personnel scheduling;policies for control of quality and maintenance function,short-term inventory control, production scheduling,and so on
1.5. The Classic View of Operation Strategy - Decision Time Horizons • Short-term decision horizon Impacts of Short-term OS are measured in terms of days or even hours; Include purchasing, production & personnel scheduling; policies for control of quality and maintenance function, short-term inventory control, production scheduling, and so on
1.5.The Classic View of Operation Strategy Decision Time Horizons .Medium-term decision horizon Impacts of medium-range OS are measured in terms of weeks and months; vInclude demand and requirement forecasting, employment-planning(size&mix),decisions on the distribution of goods,setting up targets for inventory and service level
1.5. The Classic View of Operation Strategy - Decision Time Horizons •Medium-term decision horizon Impacts of medium-range OS are measured in terms of weeks and months; Include demand and requirement forecasting, employment-planning (size & mix), decisions on the distribution of goods, setting up targets for inventory and service level ;
1.5.The Classic View of Operation Strategy Decision Time Horizons Long-term decision horizon Strategy is usually associated with long-term decision; VInclude choosing the timing,the location,and the scale of new manufacturing facilities;addressing groundwork for building proper channel for sales and distribution;and setting up service objects; Require information about the forecast for new and exiting products,the changing patterns of marketplaces,and changes in costs of availability of resources
1.5. The Classic View of Operation Strategy - Decision Time Horizons • Long-term decision horizon Strategy is usually associated with long-term decision ; Include choosing the timing, the location, and the scale of new manufacturing facilities; addressing groundwork for building proper channel for sales and distribution; and setting up service objects; Require information about the forecast for new and exiting products, the changing patterns of marketplaces , and changes in costs of availability of resources
1.5.The Classic View of Operation Strategy Decision Time Horizons o Effects of time horizons on strategy √Impact on decision, The uncertainties on decisions; Penalty for wrong decisions
1.5. The Classic View of Operation Strategy - Decision Time Horizons • Effects of time horizons on strategy Impact on decision; The uncertainties on decisions; Penalty for wrong decisions
1.5.The Classic View of Operation Strategy Decision Time Horizons Example:The Gap (1)Short time horizons involve many GAP decisions,each of whose impact may be small,but cumulatively can make difference. Manager at the Gap store restock shelves and reorder every days.Small errors in sales sB开EsG data and personal judgment required for and prety pastal reordering mix of items may result in out-of- stock or wasted shelf space
1.5. The Classic View of Operation Strategy - Decision Time Horizons Example: The Gap (1) Short time horizons involve many decisions, each of whose impact may be small, but cumulatively can make difference. Manager at the Gap store restock shelves and reorder every days. Small errors in sales data and personal judgment required for reordering mix of items may result in out-ofstock or wasted shelf space
The Classic View of Operation Strategy -Decision Time Horizons (2)Buyers in San Francisco headquarters of the Gap decide on what lines of clothes to stock for the coming seasons-Medium- range decision. Less information available than store mangers for the decision; The decisions may have greater impact; They have to judge fashion trends and the color preference.; Penalty:A line that does not sell must be on sale at lower price
The Classic View of Operation Strategy - Decision Time Horizons (2) Buyers in San Francisco headquarters of the Gap decide on what lines of clothes to stock for the coming seasons—Mediumrange decision. Less information available than store mangers for the decision; The decisions may have greater impact; They have to judge fashion trends and the color preference.; Penalty: A line that does not sell must be on sale at lower price