|
|
 |
|
本课程必读相关资料为：
The required course material includes:
-
15.760 H2 课程书目(包含所列出案例)。
The 15.760 H2 course packet (includes cases listed below).
-
高德拉特(Eliyahu M. Goldratt)，科克斯(Jeff Cox).所著 《目标：简单而有效的常识管理》 修订版第二版。北河出版社出版，1992。 ISBN：0-88427-061-0。(天下远见出版公司，2002齐若兰译)
Goldratt, Eliyahu M., and Jeff Cox. The Goal: A Process of Ongoing Improvement. 2nd revised ed. North River Press Publishing Corporation, 1992. ISBN: 0-88427-061-0.
此外，Gallien教授建议下列教科书作为课外参考资料：
In addition, Prof. Gallien recommends the following textbook as an additional (optional) reference:
-
Anupindi，Ravi，Sunil Chopra，Sudhakar D. Deshmukh，Jan A. Van Mieghem，及Eitan Zeimel。 《企业流程管理》。 第一版。Prentice Hall PTR出版，1999。 ISBN：0-13-907775-8。
Anupindi, Ravi, Sunil Chopra, Sudhakar D. Deshmukh, Jan A. Van Mieghem, and Eitan Zeimel. Managing Business Process Flows. 1st ed. Prentice Hall PTR, 1999. ISBN: 0-13-907775-8.
下列问题让学生为即将到来的班级讨论作准备。
Students use the questions shown below to prepare for the upcoming class discussions.
| 1 |
课程介绍
Course Introduction |
授课
Lecture |
课程大纲
Course syllabus |
|
| 2 |
案例分析:汉堡王、麦当劳
Burger King and McDonald's |
案例
Case |
Garvin, David A. 〈流程形式〉，波士顿，美国麻萨诸塞州：哈佛商学院，1981。编号9-682-008。
Garvin, David A. "Types of Processes." Boston, MA: Harvard Business School, 1981. Note No. 9-682-008.
Sasser Jr.，W. Earl，与 David C. Rikert. 〈汉堡王〉，波士顿，美国麻萨诸塞州：哈佛商学院，1998。案例编号 9-681-045。
Sasser Jr., W. Earl, and David C. Rikert. "Burger King Corporation." Boston, MA: Harvard Business School, 1998. Case No. 9-681-045.
Sasser Jr.，W. Earl，与 David C. Rikert. 〈麦当劳〉，波士顿，美国麻萨诸塞州：哈佛商学院，1998。 案例编号9-681-044。
Sasser Jr., W. Earl, and David C. Rikert. "McDonald's Corporation." Boston, MA: Harvard Business School, 1998. Case No. 9-681-044.
姓氏开头是A-L的学生做汉堡王的案例并浏览麦当劳公司案例；
Students with last names A-L work on the Burger King corporation case and skim the McDonald's corporation case;
姓氏开头是M-Z 学生做麦当劳公司的案例并浏览汉堡王案例。
Students M-Z work on the McDonald's corporation case and skim the Burger King corporation case. |
1. 针对此案例画出汉堡制作过程流程图（标示出最重要的以及需要存货的步骤？）
1. Draw a process flow diagram for hamburger production in your case. (What are the major process steps and where are the locations of inventories?)
2. 针对此案例，分析尖峰时段产能以及尖峰时段对汉堡肉的需求来衡量他们是否可以提供足够的汉堡？
2. For the case you read, analyze the peak hourly capacity vs. peak hourly demand for burger patties. Can they produce enough burgers?
3. 在此研究案例中，有无使用任何显著的作业流程？
3. In your case, what seems noteworthy about the process technologies in use?
4. 营运管理和企业在市场竞争的策略有何关联？
4. How does the management of operations relate to the company's method of competing in the marketplace? |
| 3 |
产能
Capacity |
授课
Lecture |
Katz, Karen L. Blaire M. Larson 及 Richard C. Larson. 〈对排队等候的蓝领阶级开的处方：接受、启发及运用〉《史隆管理评论》32，第2 (1991冬季)：44-53。
Katz, Karen L., Blaire M. Larson, and Richard C. Larson. "Prescription for the Waiting-in-Line Blues: Entertain, Enlighten, and Engage." Sloan Management Review 32, no. 2 (winter 1991): 44-53. |
|
| 4 |
案例分析：国家小红莓公司
National Cranberry |
案例
Case |
Miller, Jeffrey G., 与 R. Paul Olsen. 〈国家小红莓公司〉，波士顿，美国麻萨诸塞州：哈佛商学院，1983。 案例编号 9-675-014。
Miller, Jeffrey G., and R. Paul Olsen. "National Cranberry Cooperative." Boston, MA: Harvard Business School, 1983. Case No. 9-675-014. |
1. 如果要接收一号工厂，将会遇到哪些问题？
1. What are the problems facing receiving plant No. 1 (RPI)?
2. 何种产业趋势较易影响蔓越莓生产过程，并指出如何影响？
2. What industry trends are likely to affect cranberry processing and how?
3. 国家小红莓公司所受资源变化的限制有哪些？
3. What are the sources of the variability that NCC is subjected to?
4.制造一份生产流程图，标明在不同阶段每小时装桶的产能。
4. Develop a process flow diagram, showing the capacities of the various stages in barrels per hour.
5. 假设收成尖峰季节每天约产出18，000桶的蔓越莓，其中的70% 收成于早上七点到晚上七点这12小时之间抵达. 试问卡车是否需要在那等待卸货？在这期间运货的卡车应该要等吗？预估卡车的等待时间有多长？
5. Suppose that a peak harvest-season day involves 18,000 barrels of berries, 70% of them wet harvested, arriving over a twelve-hour period from 7 am to 7 pm. Would trucks have to wait to unload? When during the day would trucks be waiting? How much truck waiting time would you expect?
6. 如果载运蔓越莓的卡车租金为每小时10美元，Hugo Schaeffer所想出的对应方法将对收成尖峰期有何影响?你有何建议？原因是什么？
6. How would the various actions contemplated by Hugo Schaeffer affect peak day performance? Suppose the cost of renting cranberry trucks with drivers is $10.00 per hour. What would you recommend? Why? |
| 5 |
案例分析： WebvanWebvan |
案例
Case |
Deighton, John, 与 Kayla Bakshi. 〈Webvan：网络杂货店〉，波士顿，美国麻萨诸塞州：哈佛商学院，2003。 案例编号9-500-052。
Deighton, John, and Kayla Bakshi. "Webvan: Groceries on the Internet." Boston, MA: Harvard Business School, 2003. Case No. 9-500-052. |
1. Webvan 提出哪些特殊的竞争条件来对抗传统超市？
1. What are the key competitive features of the service offered by Webvan against a traditional supermarket?
2. 描述Webvan的物流和配送系统。在营运过程中Webvan 需要克服哪些困难？
2. Describe Webvan's logistic and delivery system. What are the operational complexities Webvan needs to overcome?
3. 评估并比较Webvan 配送中心和那些相同数量的传统超商的营运净利。 哪些是影响 Webvan的获利因素？
3. Evaluate and compare the net operating margin of a Webvan Distribution Center against that of an equivalent number of traditional supermarkets. What are the parameters that most sensitively affect Webvan's margin?
4. 回想看看，如果是你，你会有不同做法吗？
4. In retrospect, what would you have done differently? |
| 6 |
存货
Inventory |
授课
Lecture |
Perman，Stacy. 〈自动化或灭亡〉，《商业2.0》，2001七月。 文章于《商业2.0》杂志网站撷取。
Perman, Stacy. "Automate or Die." Business 2.0, July 2001. Article available at the Business 2.0 magazine Web site. |
|
| 7 |
案例分析：Barilla
Barilla |
案例
Case |
Lee，Hau L.，and Corey Billington. 〈供应链存货管理：机会与挑战〉，《史隆管理评论》33，第3号（1992春天）： 65-73。
Lee, Hau L., and Corey Billington. "Managing Supply Chain Inventory: Pitfalls and Opportunities." Sloan Management Review 33, no. 3 (spring 1992): 65-73.
Hammond, Janice H. 〈Barilla SpA (A).〉，波士顿，美国麻萨诸塞州：哈佛商学院，1994。案例编号9-694-046。
Hammond, Janice H. "Barilla SpA (A)." Boston, MA: Harvard Business School, 1994. Case No. 9-694-046. |
1. 从指定阅读资料中指出和 Barilla供应链有关的难点和机会因素？
1. Which specific "pitfalls" and "opportunities" (as described in the assigned reading) are most relevant to Barilla's supply chain?
2.诊断JITD（Just-in-time distribution）准时供货计划待解决的困难点及其潜在的原因？此计划的优缺点分别是什么？
2. Diagnose the underlying causes of the difficulties that the JITD program was created to solve. What are the benefits and drawbacks of this program?
3. Barilla有哪些内在的困难和障碍是由JITD准时铺货计划所造成？造成这些困难的原因是什么？如果你是Giorgio Maggiali，你要如何处置？
3. What conflicts or barriers internal to Barilla does the JITD program create? What causes these conflicts? As Giorgio Maggiali, how would you deal with these?
4. 身为Barilla的顾客，你会对JITD准时供货计划做出什么反应？为什么？Barilla在1990的经营环境中，你认为JITD准时供货计划（或任何类似的方案）是可行或有效的吗？如果是，你下一个目标客户群是什么？你要如何说服他们值得尝试使用JITD准时供货计划？如果不是，你会提供哪些其他方案来解决Barilla营运系统所面对的困难？
4. As one of Barilla's customers, what would your response to JITD be? Why? In the environment in which Barilla operated in 1990, do you believe JITD (or a similar kind of program) would be feasible? Effective? If so, which customers would you target next? How would you convince them that the JITD program was worth trying? If not, what alternatives would you suggest to combat some of the difficulties that Barilla's operating system faces?
今天将利用办公时间来解答学生写Sport Obermeyer案例所遇的问题。
There will be special office hours today to answer questions on the Sport Obermeyer Case write-up.
|
| 8 |
案例分析：Sport Obermeyer
Sport Obermeyer |
案例
Case |
Fisher，Marshall L., Ananth Raman， 与 Anna McClelland。 〈快速零售技术即将到来–你准备好了吗？〉，《哈佛商学评论》 （2000七月）。 再版编号R00404。
Fisher, Marshall L., Ananth Raman, and Anna McClelland. "Rocket Science Retailing is Almost Here - Are You Ready?" Harvard Business Review (July 2000). Reprint No. R00404.
Hammond, Janice H., 与 Ananth Raman. 〈Sport Obermeyer 公司〉，波士顿，美国麻萨诸塞州：哈佛商学院，1996。案例编号 9-695-022。
Hammond, Janice H., and Ananth Raman. "Sport Obermeyer Ltd." Boston, MA: Harvard Business School, 1996. Case No. 9-695-022.
在课堂一开始上交交评分案例报告。
Graded case write-up due at the beginning of class. |
1. 运用表10所提供样本数据，给予建议Wally在生产初期时每一样式应生产出多少单位？假设这十种样式的样品皆由香港制造，那么Wally初期的生产承诺必须至少要有10，000单位。
1. Using the sample data given in Exhibit 10, make a recommendation for how many units of each style Wally should make during the initial phase of production. Assume that all of the ten styles in the sample problem are made in Hong Kong, and that Wally's initial production commitment must be at least 10,000 units.
2. 你会给Wally哪些营运方面的建议来改善公司的表现？
2. What operational changes would you recommend to Wally to improve performance?
3. Wally会如何看待外包生产作业给香港或中国大陆的（短期或长期）问题？
3. How should Wally think (both short-term and long-term) about sourcing in Hong Kong vs. China? |
| 9 |
生产控制
Production Control |
授课
Lecture |
Miller, Jeffrey G. 与 Linda G. Sprague. 〈原料需求管理成长〉，《哈佛商学评论》（1975九月）。再版 编号75510。
Miller, Jeffrey G., and Linda G. Sprague. "Behind the Growth in Materials Requirement Planning." Harvard Business Review (Sept 1975). Reprint No. 75510.
Karmarkar, Uday. 〈掌握准时供货〉，《哈佛商学评论》（1989九月）。 再版 编号 89505。
Karmarkar, Uday. "Getting Control of Just-in-Time." Harvard Business Review (Sept 1989). Reprint No. 89505. |
|
| 10 |
案例分析：惠普
Hewlett-Packard |
案例
Case |
Kopczak, Laura Rock, 与 Hau Lee. 〈惠普公司：DeskJet打印机供应链 (A)〉，史丹佛，美国加州：史丹佛大学，2001。案例 编号GS3A。
Kopczak, Laura Rock, and Hau Lee. "Hewlett-Packard Co.: DeskJet Printer Supply Chain (A)." Stanford, CA: Stanford University, 2001. Case No. GS3A. |
1. 惠普因何原因将所谓的存货及服务视为一种危机？
1. What has caused the so-called Inventory/Service "Crisis"?
2. 安全存货的重要性因素是什么？
2. What are the important "drivers" of safety stock?
3. 假设定期一周供货盘点一次，请为所选的这六个欧洲国家，提供量化目标库存水平的建议.
3. Recommend quantitative target inventory levels for the six European options, assuming a weekly periodic review replenishment.
4. 假设每台打印机有20％的存货，每台打印机的海运成本为一美元，空运则为10美元(空运的前置时间为3天)，评估Brent Cartier各种可行的选择来陈述所面对的存货与服务问题。
4. Assuming a 20% gross margin for each printer, sea transportation costs of $1 per printer and air transportation costs of $10 per printer (air shipment lead-time is three days), evaluate the various alternatives available to Brent Cartier to address the inventory and service problem. |
| 11 |
《目标》：简单而有效的常识管理
The Goal |
指定书目
Book |
高德拉特(Eliyahu M. Goldratt)，科克斯(Jeff Cox).所著 《目标 : 简单而有效的常识管理》修订版第二版. 北河出版社出版，1992。 ISBN: 0-88427-061-0。（天下远见出版公司，2002齐若兰译）
Goldratt, Eliyahu M., and Jeff Cox. The Goal: A Process of Ongoing Improvement. 2nd revised ed. North River Press Publishing Corporation, 1992. ISBN: 0-88427-061-0. |
|
| 12 |
质量
Quality |
授课
Lecture |
Leonard, Frank S. 〈Hank Kolb，确保质量〉，波士顿，美国麻萨诸塞州：哈佛商学院，1993。案例编号9-681-083。
Leonard, Frank S. "Hank Kolb, Director, Quality Assurance." Boston, MA: Harvard Business School, 1993. Case No. 9-681-083. |
1. Greasex 生产线所遇到质量问题是什么？
1. What are the causes of the quality problems on the Greasex line?
2. Hank Kolb应如何操作？
2. What should Hank Kolb do? |
| 13 |
案例分析：丰田汽车
Toyota |
案例
Case |
Mishina，Kazuhiro. 〈美国丰田汽车公司〉，波士顿，美国麻萨诸塞州：哈佛商学院，1993。案例编号 9-693-019。
Mishina, Kazuhiro. "Toyota Motor Manufacturing, U.S.A., Inc." Boston, MA: Harvard Business School, 1993. Case No. 9-693-019. |
1.丰田汽车的制造系统原则以及要素是什么?
1. What are the principles and components of the Toyota Production System?
2. 如果你是Doug Friesen，你将如何表现出椅座所呈现的问题？你将着重于哪部分以及如何解决？有哪些解决方案？你将如何建议？请解释原因。
2. As Doug Friesen, what would you do to address the seat problem? Where would you focus your attention and solution efforts? What options exist? What would you recommend? Why?
3. 从何指出丰田汽车的制造系统可以靠目前的程序原则来控制受损座椅的脱离？
3. Where, if at all, does the current routine for handling defective seats deviate from the principles of the Toyota Production System?
4. Doug Friesen所面对的潜在问题原因是什么？
4. What are the underlying causes of the problems facing Doug Friesen? |
| 14 |
流程设计
Process Design |
授课
Lecture |
Hammer, Michael. 〈再造工程：消灭自动化〉， 哈佛商学评论（1990七月）。再版，编号90406。
Hammer, Michael. "Reengineering Work: Don't Automate, Obliterate." Harvard Business Review (July 1990). Reprint No. 90406.
Cotteleer，Mark, Robert D. Austin, 与 Cedric X. Escalle. 〈企业资源规划，技术注解〉，波士顿，美国麻萨诸塞州：哈佛商学院，2003。再版编号 9-699-020。
Cotteleer, Mark, Robert D. Austin, and Cedric X. Escalle. "Enterprise Resource Planning, Technology Note." Boston, MA: Harvard Business School, 2003. Reprint No. 9-699-020. |
|
| 15 |
案例分析： 全球金融公司
Global Financial Corp. |
案例
Case |
Holloway，Charles A.，and Charles P. Bonini. 〈全球金融公司〉，史丹佛，美国加州： 史丹佛大学，1997。案例编号OIT20。
Holloway, Charles A., and Charles P. Bonini. "Global Financial Corp." Stanford, CA: Stanford University, 1997. Case No. OIT20. |
1. 请就全球金融公司现行的生产流程计算每阶段最大产能，并就所得结果进行评论。
1. For the existing process at Global Financial Corp., compute the capacity utilization of each process step, and comment on your results.
2. 运用流程设计原则，为整个借贷申请流程设计一个替代方案，并运用排队理论以及案例资料针对你所提出的建议构建一个适用于各种(新旧)借贷方案的平均周期 (流程时间)的预测模型。一个周期可以减少多少时间？你可以做以下假设：
2. Propose an alternative design for the overall loan application process using process design principles, and use both queuing theory and case data to build a predictive model of average total cycle time ("throughput time") for the loan applications of each type (standard and new) under your proposal. What is the reduction in cycle time obtained? You can make the following assumptions:
a) 6.3个有效率的员工乘上每天工作时数，每周5个工作天，每季工作13周。
a) 6.3 effective man x hours per day, five business days per week, 13 weeks per quarter.
b)在两笔同种连续贷款中的所有间隔时间的方差系数为0.85，不同种类贷款的平均到款率可从图例一中最后两行中得到结果。
b) All inter-arrival times between two consecutive loans of the same type have a coefficient of variation equal to 0.85, and the average arrival rates of the various types of loan can be obtained from the second to last row of the table in Exhibit 1.
3. 请指出你所提出的计划在实行时最有可能出现的难题，并系统地解释相互之间的关系。
3. List the implementation difficulties that are likely to arise with your proposal, and formulate a plan to address them. |
| 16 |
供应链设计
Supply Chain Design |
授课
Lecture |
〈三方面的复制〉，第八章，Fine，Charles H. 《Clockspeed:在暂时性优势的时代赢得产业的控制》。Perseus出版，1999。 ISBN： 0-7382-0153-7。
"Cloning in Three Dimensions," Chapter 8 in Fine, Charles H. Clockspeed: Winning Industry Control in the Age of Temporary Advantage . Perseus Publishing, 1999. ISBN: 0-7382-0153-7. |
|
| 17 |
产品设计
Product Design |
授课
Lecture |
|
|
| 18 |
案例分析：Sega Dreamcast
Sega Dreamcast |
案例
Case |
Thomke, Stefan, 与 Andrew Robertson. 〈Dreamcast专案：Sega认真玩的一场游戏(A)〉，波士顿，美国麻萨诸塞州：哈佛商学院，1999. 案例编号 9-600-028.
Thomke, Stefan, and Andrew Robertson. "Project Dreamcast: Serious Play at Sega Enterprises Ltd. (A)." Boston, MA: Harvard Business School, 1999. Case No. 9-600-028.
|
1. 评估Sega在Dreamcast (DC)问世前所推出的产品以及Dreamcast (DC)产品开发过程
1. Evaluate Sega's product development process before Dreamcast (Saturn), and for Dreamcast.
2. Sega 应该如期推出 Dreamcast还是延后推出？
2. Should Sega launch its Dreamcast product as scheduled, or postpone?
3. 为Sega的供应链提供一份详细的描述(成员、架构、动机、主要商业关系)
3. Provide a detailed description (members, architecture, incentives, key business relationships) of Sega's supply chain.
4.对于Sega这个产业，你预期其价值链将如何改变？基于此改变，你将提供哪些策略上的建议？
4. Which future value-chain evolution(s) do you foresee in Sega's industry? What strategy would you recommend for Sega as a result? |
| 19 |
模拟案例及课程结论
Simulation and Course Wrap-up |
授课
Lecture |
|
|
|
|
|
|
|
