制造型企业运作管理英文版)
运作管理-经营制造
运作管理-经营制造
计件工资制
® “计件工资制”是把成品生产分为零部件加工, 组装等细小的具体的工作,计算每一个具体工作 产量的单价,按照产量支付工资的方法.可是,由 于学习曲线的效果,重复同样的动作的过程中提 高了单位工作时间的产量,资本家为了取得更多 的利润就单方面地降低单价,伤害了工人的积极 性,导致工人不再提高效率,测定单位产品生产 时间的时候故意放慢速度,加深了劳资双方的互 相不信任.仍然没有解决不断提高生产效率的问 题和劳资纠纷的问题.
运作管理-经营制造
运作管理-经营制造
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•POWER(0.99,20)= •0.817907 •0.182093
•POWER(0.99,30)= •0.7397 •0.2603
运作管理-经营制造
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•POWER(0.99,80)= •0.447523 •0.552477
运作管理-经营制造
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•0.552476 •POWER(0.99,80)= •0.447523 8
运作管理-经营制造
制造业生产计划管理英文书籍
制造业生产计划管理英文书籍Manufacturing Production Planning and Control.Introduction.Manufacturing Production Planning and Control is a crucial aspect of any manufacturing organization. It involves the coordination and management of resources, processes, and activities to ensure efficient and effective production. This book aims to provide a comprehensive guide to the principles, practices, and techniques used in manufacturing production planning and control.Chapter 1: Fundamentals of Manufacturing Production Planning.Manufacturing production planning is the process of planning, scheduling, and controlling the production of goods and services within a manufacturing organization. It involves the identification of production requirements,determination of the optimal production mix, allocation of resources, and monitoring and controlling the production process.The first step in manufacturing production planning is the identification of production requirements. This involves understanding the demand for products or services and translating it into production requirements. Production requirements can be derived from various sources such as customer orders, forecasted demand, and inventory levels.Once the production requirements are identified, the next step is to determine the optimal production mix. This involves deciding which products or services to produce, in what quantities, and when to produce them. The production mix should be optimized to maximize profitability, minimize costs, and meet customer demand.The allocation of resources is another crucial step in manufacturing production planning. Resources such as raw materials, equipment, labor, and capital need to be allocated efficiently to ensure smooth production. Resourceallocation should take into account the availability of resources, production requirements, and the capacity of the production system.Monitoring and controlling the production process is essential to ensure that production plans are being executed effectively. This involves tracking production performance, identifying bottlenecks and issues, and taking corrective actions to ensure that production remains on track.Chapter 2: Production Scheduling.Production scheduling is the process of developing a detailed plan for the production of goods and services based on the identified production requirements. It involves scheduling production activities, allocating resources, and ensuring that production deadlines are met.There are various types of production scheduling methods, including forward scheduling, backward scheduling, and constraint-based scheduling. Forward schedulinginvolves starting with the first available production slot and scheduling activities forward in time. Backward scheduling, on the other hand, starts with the final production deadline and schedules activities backward in time. Constraint-based scheduling focuses on identifying and managing the constraints that limit production capacity and scheduling activities around these constraints.Effective production scheduling requires the use of advanced planning and scheduling tools. These tools help manufacturers to analyze production requirements, identify bottlenecks, optimize resource allocation, and generate detailed production schedules.Chapter 3: Production Control.Production control is the process of monitoring and controlling the production process to ensure that production plans are being executed effectively. It involves tracking production performance, identifying bottlenecks and issues, and taking corrective actions to ensure that production remains on track.Production control systems are used to monitor and control the production process. These systems collect real-time data on production activities, analyze performance, and generate reports and alerts when issues arise. Manufacturers can use this information to identify bottlenecks, optimize production processes, and take corrective actions to improve production efficiency.In addition to production control systems, manufacturers also need to consider quality control and lean manufacturing principles. Quality control involves ensuring that products meet specified quality standards and customer requirements. Lean manufacturing, on the other hand, focuses on eliminating waste and improving production efficiency through continuous improvement and process optimization.Conclusion.Manufacturing Production Planning and Control is a critical aspect of any manufacturing organization. Itinvolves the coordination and management of resources, processes, and activities to ensure efficient and effective production. By understanding the fundamentals of manufacturing production planning, using advanced planning and scheduling tools, and implementing effective production control systems, manufacturers can optimize production processes, improve production efficiency, and meet customer demand.。
运营管理PPT(英文版)
Goods and Service Design
Chapter 6
Readings
“Operations Management: Goods, Services, and Value Chains”, by D. A. Collier and J. R. Evans
15
Servicescape Example
Kaiser Permanente is the largest health maintenance organization in the United States. Executives thought that they might have to replace existing offices and hospitals with expensive, next-generation buildings. However, it discovered that patients became annoyed well before seeing a doctor. However, instead of overhauling its buildings, Kaiser realized that it had to overhaul its patient experience, using more comfortable waiting rooms and a lobby with clear instructions on where to go; larger exam rooms with space for several people and curtains for privacy, to make patients comfortable; and special corridors for medical staff to meet and increase their efficiency.
InventoryManagement运营管理英文版
¨Holding, Ordering, and Setup Costs
¨Inventory Models for Independent Demand
¨Basic Economic Order Quantity (EOQ) Model
¨Minimizing Costs
¨Reorder Points Model
¨ABC Analysis ¨Record Accuracy ¨Cycle Counting ¨Control of Services Inventory
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
12-10
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
ABC Analysis
¨Divides on-hand inventory into 3 classes
¨ A class, B class, C class
¨Basis is usually annual $ volume
¨ $ volume = Annual demand x Unit cost
A Simon & Schuster Company Upper Saddle River, N.J. 07458
Outline
¨Global Company Profile: Harley-Davidson ¨Functions of Inventory
企业运营管理英语作文
企业运营管理英语作文Operational Management in Businesses。
When it comes to business operations, it's all about getting the right people to do the right things at theright time. You know, like a symphony orchestra — everyone has their part, and they all need to play it perfectly to create harmony.But let's face it, running a business isn't all about music and roses. It's about dealing with challenges and unexpected curveballs. That's where a solid operational plan comes in. It's like a roadmap that guides you through the twists and turns, keeping you on track.And then there's the team. They're the heart and soul of any business. You need to motivate them, inspire them, and keep them engaged. After all, they're the ones executing the plan and bringing it to life. A little appreciation and recognition can go a long way.Of course, you can't talk about operational management without mentioning technology. It's revolutionized the way we do business. From automating mundane tasks to analyzing data, technology has made operations more efficient and effective.Lastly, flexibility is key. Things change, and you need to be able to adapt quickly. Whether it's a new market trend or a sudden crisis, being nimble allows you to pivot and seize new opportunities. After all, in business, as in life, it's not about where you start, it's about where you end up.。
工厂管理制度英文版
I. IntroductionThe Factory Management System (FMS) is a comprehensive framework designed to ensure the efficient and effective operation of a manufacturing facility. This system encompasses various aspects of factory management, including production, quality control, human resources, safety, and maintenance. The purpose of this document is to outline the key components of the FMS and provide guidelines for its implementation and enforcement.II. Objectives of the Factory Management System1. Maximize Productivity: To optimize the use of resources and minimize waste, thereby increasing overall production output.2. Maintain Quality Standards: To ensure that all products meet the highest quality standards set by the company.3. Ensure Safety: To create a safe working environment for all employees and prevent accidents and injuries.4. Effective Resource Utilization: To manage and allocate resources efficiently to support production goals.5. Employee Satisfaction: To foster a positive work environment that promotes employee engagement and satisfaction.III. Key Components of the Factory Management SystemA. Production Management1. Production Planning: Develop a detailed production schedule based on customer orders, inventory levels, and capacity.2. Material Control: Implement a system to track and manage inventory levels, ensuring that raw materials and components are available when needed.3. Machine Maintenance: Schedule regular maintenance for all equipment to prevent downtime and ensure optimal performance.4. Quality Control: Establish a quality control process to inspect products at various stages of production to ensure compliance withquality standards.B. Quality Control1. Inspection Procedures: Define specific inspection procedures for raw materials, work-in-progress, and finished goods.2. Non-Conformance Management: Establish procedures for handling non-conforming products, including root cause analysis and corrective actions.3. Continuous Improvement: Encourage employees to identify and implement improvements in the production process.4. Certification: Obtain relevant quality certifications (e.g., ISO 9001) to demonstrate compliance with international standards.C. Human Resources Management1. Recruitment and Selection: Develop a recruitment process thatattracts and selects qualified candidates for all positions.2. Training and Development: Provide ongoing training and development opportunities to enhance employee skills and knowledge.3. Performance Management: Implement a performance management system to evaluate employee performance and provide feedback.4. Employee Engagement: Foster a culture of open communication and employee involvement in decision-making processes.D. Safety Management1. Safety Policies: Develop and implement comprehensive safety policies that cover all aspects of workplace safety.2. Safety Training: Provide regular safety training for all employees to ensure they are aware of potential hazards and how to mitigate them.3. Emergency Preparedness: Establish emergency response procedures for various scenarios, including fire, medical emergencies, and natural disasters.4. Inspections and Audits: Conduct regular safety inspections and audits to identify and address potential hazards.E. Maintenance Management1. Preventive Maintenance: Implement a preventive maintenance program to schedule regular maintenance activities for all equipment.2. Predictive Maintenance: Utilize predictive maintenance techniques to identify potential equipment failures before they occur.3. spare Parts Management: Maintain an inventory of spare parts to ensure that replacements are available when needed.4. Maintenance Records: Keep detailed records of all maintenance activities to monitor equipment performance and identify trends.IV. Implementation and EnforcementA. Implementation1. Communication: Ensure that all employees are aware of the FMS and understand their roles and responsibilities.2. Training: Provide training sessions for all employees to familiarize them with the various components of the FMS.3. Documentation: Develop comprehensive documentation that outlines the FMS and provides guidance for its implementation.4. Technology: Utilize appropriate technology (e.g., ERP systems, CMMS) to support the FMS and streamline operations.B. Enforcement1. Monitoring: Regularly monitor the implementation of the FMS to ensure compliance with established policies and procedures.2. Reporting: Establish a reporting system for employees to report any issues or concerns related to the FMS.3. Audit: Conduct periodic audits to assess the effectiveness of the FMS and identify areas for improvement.4. Rewards and Consequences: Implement a system of rewards for employees who contribute to the success of the FMS and consequences for those who do not comply with established policies.V. ConclusionThe Factory Management System is a crucial tool for ensuring the success of a manufacturing facility. By focusing on productivity, quality, safety, and employee satisfaction, the FMS can help organizations achieve their goals and maintain a competitive edge in the marketplace. By implementing and enforcing the FMS, companies can create a more efficient, effective, and sustainable production environment.。
运营管理英文版PPT
Process Control Operation
¨Sensors; often analog devices; collect data ¨Analog devices read data on some periodic basis;
perhaps once a minute or once a second ¨Measurements are translated into digital signals; and
Transparency Masters to acpany Operations Management; 5E Heizer & Render
7s6
1998 by Prentice Hall; Inc A Simon & Schuster pany Upper Saddle River; N J 07458
Production Technology
Numerical Control
¨Numerical control NC machine can be controlled electronically
¨puter Numerically Controlled CNC machine actually has its own microprocessor and memory
¨Direct Numerical Control DNC wired to a central puter
Transparency Masters to acpany Operations Management; 5E Heizer & Render
7s12
1998 by Prentice Hall; Inc A Simon & Schuster pany Upper Saddle River; N J 07458
_12InventoryManagement(运营管理,英文版)
12-6
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
What is Inventory?
¨Stock of materials ¨Stored capacity ¨Examples
A Simon & Schuster Company Upper Saddle River, N.J. 07458
The Material Flow Cycle
Input
Wait Move Queue Setup Run Other Time Time Time Time Time
Output
Cycle Time
12-1
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
Outline
¨Global Company Profile: Harley-Davidson ¨Functions of Inventory
1 Run time: Job is at machine and being worked on
2 Setup time: Job is at the work station, and the work station is being "setup."
3 Queue time: Job is where it should be, but is not being processed because other work precedes it.
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➢ Speedy-Tech ➢ HYT Co. (only for SMT)
CM Management
CM Quality Plan QS assessment, Quality audit 100% On-time Delivery Environmental Management Business Continuity Plan In-process monitor TQM/QCC
Identification
Confirm returns
Issue RMA & Return / Exchange
Failure Analysis RMA report
Identify root cause
Issue CAR for Action
Verify CAR effectiveness
Report to customer if necessary
Initiate PCN (QA/ PMK)
Review PCN
No
Update PCN
Yes
Forward PCN
(DCC-M&S)
M&S follow up
Customers Approval
No Communicated with
customer (M&S)
Yes Implement PCN Filing (DCC)
OK Y
OBA: Open Box Audit Rwk: Rework
Stock
Insp.: Inspection
N OK
Y
Shipping
Product Flow Chart (With Monitor)
PCBA Separating
OSA Preforming
OSA Soldering
3S/330 degree C
Thank You !
NG
Survey
Audit
OK NG
FAE OK
AVL
SQA Sign
Supplier Review
Review
Audit
Lev.A
Lev.B
Lev.C
Pass
Improve w/i 3 months
NG
Audit
OK
Pass
Disqual
OK
Rating
NG
SCAR
NG
Review
OK
Pass
CM Management
Abnormity
Serious Stop Line Approved Notice
CA Recover
Level Slight
Report
CA Check
No
OK Yes
End
FQC, QCC, OBA Flow Chart
FQC Flow Chart
Input
OQC Flow Chart
Notice
C,8hrs
Monitor Calibration
Calibrati on Test
100% test by software
EEPRO M
Inspecti on
Visual Inspectio
n
100% visual Cosmetic
Reference: (ANSI/ASQC Z1.4-2003) & (MIL-STD-105E)
Visual Inspectio
n
100% visual IPC-A-610D
BOSA Assembly
Mechanical
Auto-
Bur
Auto-
Assembly
Tuning
n-in
Testing
100% tuning by software
100% power 100% test on; 70 degree by software
IQC Flow Chart
Notice
Sampling Inspection
OK
Y
Inform Vendor
N
MRB
RTV
UAI
Sort/Rwk
Stock
MRB: Material Review Board RTV: Return To Vendor UAI: Use As Is
IPQC Flow Chart & Line Stopping
If need
QA/PE/R&D
Testing
QA/PE/R&D
Power on testing
Analysis repair
N OK
Y Data analysis
QA/R&D
Report
Customer Complaint
➢ Feedbacks From Customers Which Claim Deviations from
Failure Analysis Process
QA/M&S
QA QA/PE
QA/PE Team: QA/R&D/PE/OPR
Check P/N,S/N
Cosmetic Insp
PCBA Insp
Rel testing Supplier
Disassemble
QA/Rel/The 3rd Party/Suppliers
RMA Application
Field Claim
RMA Approval
Failure Analysis
Action
Report
Customer notify Fiberxon,
request RMA
Receive RMA request
Investigation
Receive RMA Product
OBA Flow Chart
Notice
Full Inspection
Sampling Inspection
Sampling Inspection
Rwk
OK
Y Rwk
OK
Y
OK
N
N
N
Y
Confirm
Confirm
Rwk
Next
N
FQC: Final Goods Quality Control OQC: Outgoing Quality Control
• Product Specification • Quality System Requirement • Quality Agreement
➢ Respond within 24 Hours ➢ Investigation/corrective Action within 3 Working Days ➢ CAR Feedback to Customer within 7 Working Days ➢ RMA Disposition if Necessary ➢ “3,14,21”Days Response Metric for Normal Case ➢ Conference Call with Customer if Necessary
Organization Chart of QA
QA
IQA SQE Tech IQC
IPQA IPQE IPQC
OQA
PQE OQC OBA
FA/NPQA FAE RMA NPQE
QS ISO DC
QPM/CQE
Supplier Management
Supplier Approval
Sourcing
Packing
QA Inspecti
on
Storing & Shipping
Function / Spec. : AQL :
0.65 Packing/ Cosmetic:
AQL/2.5
Product Change Management
PCN Flow Chart
Spec/process change (PLG)
Agenda
市场信息收集-产品概念-设计输入-设计输出-设计验证-设计更改-设 计确认
订单评审-制作BOM-物料计划与采购-来料检验-产品装配-检验出货 -可靠性性监控
产品工艺-设备工装夹具-作业平衡 供应商管理-仓库管理-追溯性 关键工序与培训 审核与反审核 QA运作概要
Organization Chart of QA