Manufacturing and Services 服务业和制造业 ·Manufacturing Organizations制造型组织 >Use operations management in the transformation process of turning raw materials into physical goods >在转换过程运用运营管理将原材料转换为有形产品 ·Service Organizations服务型组织 Use operations management in creating nonphysical outputs in the form of services (the activities of employees interacting with customers). >将运营管理运用在以服务形式出现的无形输出中（员 工与顾客相互作用的活动) 2007 Prentice Hall,Inc.All rights reserved. 19-6
© 2007 Prentice Hall, Inc. All rights reserved. 19–6 Manufacturing and Services 服务业和制造业 • Manufacturing Organizations 制造型组织 ➢Use operations management in the transformation process of turning raw materials into physical goods. ➢在转换过程运用运营管理将原材料转换为有形产品 • Service Organizations 服务型组织 ➢Use operations management in creating nonphysical outputs in the form of services (the activities of employees interacting with customers). ➢将运营管理运用在以服务形式出现的无形输出中（员 工与顾客相互作用的活动）
Managing Productivity管理生产率 ·Productivity生产率 >The overall output of goods or services produced divided by the inputs needed to generate that output. >产出的所有产品和服务除以得到这些产出所需的全部收入 >A composite of people and operations variables. >一个由人员和运营组织组成的变量 Benefits of Increased Productivity ·提高生产率的好处 >Economic growth and development >经济增长与发展 >Higher wages and profits without inflation >更高的工资和利润并且没有通货膨胀 >Increased competitive capability due to lower costs >更具竞争力的成本结构和价格能力 2007 Prentice Hall,Inc.All rights reserved. 19-7
© 2007 Prentice Hall, Inc. All rights reserved. 19–7 Managing Productivity 管理生产率 • Productivity 生产率 ➢ The overall output of goods or services produced divided by the inputs needed to generate that output. ➢ 产出的所有产品和服务除以得到这些产出所需的全部收入 ➢ A composite of people and operations variables. ➢ 一个由人员和运营组织组成的变量 • Benefits of Increased Productivity • 提高生产率的好处 ➢ Economic growth and development ➢ 经济增长与发展 ➢ Higher wages and profits without inflation ➢ 更高的工资和利润并且没有通货膨胀 ➢ Increased competitive capability due to lower costs ➢ 更具竞争力的成本结构和价格能力
Exhibit 19-2 Deming's 14 Points for Improving Productivity 图表19一2戴明关于管理层提高生产率的14条原则 Plan for the long-term future. Raise the quality of your line supervisors. ·为长远的将来做计划 ·提高你下属管理者的水平 Never be complacentconcerning the ·Drive out fear.不要害怕 quality of your product. Encouragedepartments to work closely ·绝对不要对自己产品的质量自鸣得意 together ratherthan to concentrate on Establish statistical control over your departmental or divisional distinctions. production processes and require your 鼓励各部门紧密的配合工作，而不是专注于部 suppliers to do so as well.对你的生产过程 门或小组的差异 建立统计控制，并且要求你的供应商也这么做 Do not adoptstrictly numerical goals. Dealwith the bestand fewestnumber of ·不要制定严格的数量指标 suppliers.至于极少数的最好的供应商做生意， Require your workers to do quality work. Find out whether your problemsare ·要求你的工人高质量的完成工作 confined to particular parts ofthe production process orstem from the Train youremployeesto understand overall process itself. statistical methods. 查明你的问题究竟是局限与生产过程中的某一 ·训练你的雇员了解统计方法 部分还是来源于整个过程本身 Train youremployees in newskills as the Train workers for the job that you are need arises. asking them to perform.对于你要工人做的工 ·当有新的需求时，训练你的雇员掌握新方法 作，要对他们进行培训 Make top managers responsible for Source:W.E.Deming,"ImprovementofQuality and Productivity Through Action by Management.National Productivity Review.Winter191-1982.pp implementing these principles. 12-22.With pemission.Copyright1981 by Executive Enterprises.Inc.22 West 21stSt.,New York,NY 10010-6904.All rights reserved. ·让高层管理者负责实施这些原则 2007 Prentice Hall,Inc.All rights reserved. 19-8
© 2007 Prentice Hall, Inc. All rights reserved. 19–8 Exhibit 19–2 Deming’s 14 Points for Improving Productivity 图表 19—2 戴明关于管理层提高生产率的14条原则 • Plan for the long-term future. • 为长远的将来做计划 • Never be complacent concerning the quality of your product. • 绝对不要对自己产品的质量自鸣得意 • Establish statistical control over your production processes and require your suppliers to do so as well. 对你的生产过程 建立统计控制，并且要求你的供应商也这么做 • Deal with the best and fewest number of suppliers.至于极少数的最好的供应商做生意， • Find out whether your problems are confined to particular parts of the production process or stem from the overall process itself. • 查明你的问题究竟是局限与生产过程中的某一 部分还是来源于整个过程本身 • Train workers for the job that you are asking them to perform.对于你要工人做的工 作，要对他们进行培训 • Raise the quality of your line supervisors. • 提高你下属管理者的水平 • Drive out fear. 不要害怕 • Encourage departments to work closely together rather than to concentrate on departmental or divisional distinctions. • 鼓励各部门紧密的配合工作，而不是专注于部 门或小组的差异 • Do not adopt strictly numerical goals. • 不要制定严格的数量指标 • Require your workers to do quality work. • 要求你的工人高质量的完成工作 • Train your employees to understand statistical methods. • 训练你的雇员了解统计方法 • Train your employees in new skills as the need arises. • 当有新的需求时，训练你的雇员掌握新方法 • Make top managers responsible for implementing these principles. • 让高层管理者负责实施这些原则 Source: W.E. Deming, “Improvement of Quality and Productivity Through Action by Management,” National Productivity Review, Winter 1981–1982, pp. 12–22. With permission. Copyright 1981 by Executive Enterprises, Inc., 22 West 21st St., New York, NY 10010-6904. All rights reserved