1、生产运作管理15案例：产品/服务开发的新技术课堂案例：顾客怎么啦？“本营业所已搬到马路对面ZX路号（北斗商厦南侧米），给您带来了不便，敬请谅解，”梁大爷读着这则通知，微微点点头，“这下好了，这下好了，以后存钱、取钱、交话费再也不用穿行这条让人堵心的马路了。”一走进新的营业大厅，梁大爷就在工作人员的引导下取号，就座等候。与老储蓄所相比，这里不用站着排队。营业大厅宽敞明亮、窗明几净，新装的银灰色座椅干净整齐。窗口增加了，一米警戒线没有了，顾客是坐在服务台前的转椅上办理手续的。“这里的环境真是太好啦！我得尽快告诉邻居。”梁大爷脸上绽出了灿烂的笑容。时间到了2005年2月6日。今天是星期日，春节前的最
2、后一个星期天。你知道的，2月8日就是大年三十了，再不花钱就没有时候了！与其他储蓄所一样， ELZH储蓄所里面挤满了人，不断有客户进进出出，有的顾客在大厅里四处走动，随便取些理财方面的宣传材料打发时间，排队机在机械地叫着号，声音听起来也不如以前悦耳动听了。不过，好在场面还算在控制之中。“我就现在办！”一位又高又瘦的顾客冲着窗口里面的服务员高声叫喊着。随着这声叫喊，本来就不平静的营业大厅荡起一阵骚动。“你是普通卡，请您换取人民币业务号排队”，胸前挂着“营业经理”标示牌的女士耐心地解释着。“有什么用，我原来取的是人民币业务197号，已经等了40多分钟，鬼才知道还要等多久。最令人可气的是，别人一刚进来
3、就办手续，这平等吗。我就现在办！”这位顾客涨红着脸。营业经理坚决地说，“您没有金卡，就不能取理财金号，现在请您等候，您不能影响银行的工作。”经理的这句话显然激怒了这位顾客，甚至说出过激的话语：“理财金！你们还上市呢，！我就现在办，谁来也没用。”随着事态的发展，顾客们由窃窃私语变成了对这位顾客的声援，大家你一句，他一句，七嘴八舌：“你们就是不对，办理同样的业务，有钱人就可以与别人不同吗？”“你们这是在为谁服务？”“如果这样下去，我们就不会再来了。” 更出乎大家意料的是，一位储蓄所工作人员扔出一句骂人的话，然后，重重地摔上门，溜进后台。“她在骂人，把她揪出来！”“她的号码是多少，向总行反映。”“这
4、丫头我是认定她了，除非她不露面。”一时间，场面极度混乱，令人目不忍睹讨论问题1ELZH储蓄所如何解决出现的这一具体问题：是劝退这位顾客还是立即为他办理手续？2ELZH储蓄所选址规划有问题吗？如果有，存在什么问题？3ELZH储蓄所的设施布置有问题吗？如果有，存在什么问题？4ELZH储蓄所的服务质量有问题吗？如果有，存在什么问题？5ELZH储蓄所的排队系统设计有问题吗？如果有，存在什么问题？案例说明1本课堂案例由北京科技大学管理学院马风才编写。2本案例仅限于在运营管理教学的课堂讨论中使用，任何人不得以任何方式用于其他任何目的。3如果案例材料与某公司或个人有某种相似，纯粹是一种偶合。4出于保密，作者
5、隐去了真实的名字和其他一些可识别的信息资料。BSB, INC.: The Pizza Wars Come to CampusRenee Kershaw, manager of food services at a medium-sized private university in the Southeast, has just had the wind taken out of her sails. She had decided that, owing to the success of her year-old pizza service, the time had come to ex
6、pand pizza-making operations on campus. However, yesterday the university president announced plans to begin construction of a student center on campus that would house, among other facilities, a new food court. In a departure from past university policy, this new facility would permit and accommoda
7、te food-service operations from three private organizations: Dunkin Donuts, Taco Bell, and Pizza Hut. Until now, all food service on campus had been contracted out to BSB, Inc.CAMPUS FOOD SERVICEBSB, Inc., is a large, nationally operated food-services company serving client organizations. The level
8、of service provided varies, depending on the type of market being served and the particular contract specifications. The company is organized into three market-oriented divisions: corporate, airline, and university or college. Kershaw, of course, is employed in the university or college division.At
9、this particular university, BSB, Inc., is under contract to provide food services for the entire campus of 6,000 students and 3,000 faculty, staff, and support personnel. Located in a city of approximately 200,000 people, the campus was built on land donated by a wealthy industrialist. Because the c
10、ampus is somewhat isolated from the rest of the town, students wanting to shop or dine off campus have to drive into town.The campus itself is a “walking” campus, with dormitories, classrooms, and supporting amenities such as a bookstore, sundry shop, barber shop, branch bank, and food-service facil
11、itiesall within close proximity. Access to the campus by car is limited, with peripheral parking lots provided. The university also provides space, at a nominal rent, for three food-service facilities. The primary facility, a large cafeteria housed on the ground floor of the main administration buil
12、ding, is located in the center of campus. This cafeteria is open for breakfast, lunch, and dinner daily. A second location, called the Dogwood Room, on the second floor of the administration building, serves an upscale luncheon buffet on weekdays only. The third facility is a small grill located in
13、the corner of a recreational building near the dormitories. The grill is open from 11 A.M. to 10 P.M. daily and until midnight on Friday and Saturday nights. Kershaw is responsible for all three operations.THE PIZZA DECISIONBSB, Inc., has been operating the campus food services for the past 10 years
14、ever since the university decided that its mission and core competencies should focus on education, not on food service. Kershaw has been at this university for 18 months. Previously, she had been assistant manager of food services at a small university in the Northeast. After 3 to 4 months of getti
15、ng oriented to the new position, she had begun to conduct surveys to determine customer needs and market trends. An analysis of the survey data indicated that students were not as satisfied with the food service as Kershaw had hoped. A large amount of the food being consumed by students, broken down
16、 as follows, was not being purchased at the BSB facilities:Percent of food prepared in dorm rooms 20Percent of food delivered from off campus 36Percent of food consumed off campus 44The reasons most commonly given by students were (1) lack of variety in food offerings and (2) tight, erratic schedule
17、s that didnt always fit with cafeteria serving hours. Three other findings from the survey were of concern to Kershaw: (1) the large percentage of students with cars, (2) the large percentage of students with refrigerators and microwave ovens in their rooms, and (3) the number of times students orde
18、red food delivered from off campus.Percent of students with cars on campus 84Percent of students having refrigerators or microwaves in their rooms 62Percent of food that students consume outside BSB, Inc., facilities 43In response to the market survey, Kershaw decided to expand the menu at the grill
19、 to include pizza. Along with expanding the menu, she also started a delivery service that covered the entire campus. Now students would have not only greater variety but also the convenience of having food delivered quickly to their rooms. To accommodate these changes, a pizza oven was installed in
20、 the grill and space was allocated to store pizza ingredients, to make cut-and-box pizzas, and to stage pre-made pizzas that were ready to cook. Existing personnel were hired to deliver them by bicycle. In an attempt to keep costs down and provide fast delivery, Kershaw limited the combinations of t
21、opping available. That way a limited number of “standard pizzas” could be preassembled and ready to cook as soon as an order was received.THE SUCCESSKershaw believed that her decision to offer pizza service in the grill was the right one. Sales over the past 10 months have steadily increased, along
22、with profits. Follow-up customer surveys indicated a high level of satisfaction with the reasonably priced and speedily delivered pizzas. However, Kershaw realized that success brought with it other challenges.The demand for pizzas had put a strain on the grills facilities. Initially, space was take
23、n from other grill activities to accommodate the pizza oven, preparation, and staging areas. As the demand for pizzas grew, so did the need for space and equipment. The capacities of existing equipment and space allocated for making and cooking pizzas now were insufficient to meet demand, and delive
24、ries were being delayed. To add to the problem, groups were beginning to order pizzas in volume for various on-campus functions.Finally, a closer look at the sales data showed that pizza sales were beginning to level off. Kershaw wondered whether the capacity problem and resulting increase in delive
25、ry times were the reasons. However, something else had been bothering her. In a recent conversation, Mack Kenzie, the grills supervisor, had told Kershaw that over the past couple of months requests for pizza toppings and combinations not on the menu had steadily increased. She wondered whether her
26、on-campus market was being affected by the “pizza wars” off campus and the proliferation of specialty pizzas.THE NEW CHALLENGEAs she sat in her office, Kershaw thought about yesterdays announcement concerning the new food court. It would increase competition from other types of snack foods (Dunkin D
27、onuts) and fast foods (Taco Bell). Of more concern, Pizza Hut was going to put in a facility offering a limited menu and providing a limited selection of pizzas on a “walk-up-and-order” basis. Phone orders would not be accepted nor would delivery service be available.Kershaw pondered several crucial
28、 questions: Why had demand for pizzas leveled off? What impact would the new food court have on her operations? Should she expand her pizza operations? If so, how?Questions 1. How would you describe the mission of BSB, Inc., on this campus? Does BSB, Inc., enjoy any competitive advantages or core co
29、mpetencies?2. Initially, how did Renee Kershaw choose to use her pizza operations to compete with off-campus eateries? What were her competitive priorities?3. What impact will the new food court have on Kershaws pizza operations? What competitive priorities might she choose to focus on now?4. If she
30、 were to change the competitive priorities for the pizza operation, how might that affect her operating processes and capacity decisions?5. What would be a good flow strategy for Kershaws operations on campus to meet the food court competition?Source: This case was prepared by Dr. Brooke Saladin, Wa
31、ke Forest University, as a basis for classroom discussion.案例：五环钢铁公司本案例是由北京科技大学管理学院马风才，在某钢铁公司提供企业素材并且现场调查访问的基础上编写的。本案例只是用来作为课堂讨论的材料，作者的目的不是为了论证某种经营管理方法是否有效。出于保密起见，作者隐去了真实的名字和其他一些可识别的信息资料。案例中的数据并不代表公司的实际情况。未经许可，禁止对本案例进行任何形式的复制、存储和转载。行 业：钢铁、制药等流程型企业主 题：计划排程、企业资源计划版 本：2004年11月23日作 者：马风才“今年的冬天来得真早呀！”望着窗外
32、时不时漂落的梧桐树叶，紧了紧披在身上的棉衣，三炼钢的李厂长感到阵阵凉意。昨天，总公司召开了每周一次的集团公司ERP系统建设协调例会。协调会上做出了若干有关三炼钢的决议。其中的两项决议不断敲击着王厂长的神经：（1）于本月底前拿出基于DHCR的浇次编组方案；（2）三炼钢厂必须在组织人事上、进度上与二热轧及其他相关部门密切配合，以保证集团公司ERP系统如期上线。一、五环钢铁公司ERP系统2001年3月，为配合集团公司“管理变革和产品差异化”发展战略的实施，五环钢铁公司正式启动了ERP项目。该项目投资2亿元人民币，是截止目前中国在建的投资规模最大的ERP系统，包括销售管理系统、技术质量管理系统、生产管理系统、存货与出货管理系统、财务管理系统等五大管理系统。这一系统上线后，将用信息化改造五环传统的经营模式，实现生产经营的物流、信息流和资金流的有效结合，从而使五环的管理高度集中、产销高度衔接、数据高度一致、信息高度共享、系统高度安全、人员精简高效，满足客户的个性化需求。二、二热轧DHCR系统1炼铁-炼钢-连铸-轧制生产流程炼铁-炼钢-连铸-轧制生产流程见图1。在现代钢铁企业中，一般采用拉式生产组织方式。图1 炼铁-炼钢-连铸-轧制生产流程
