Title: IET 065T0003N Logistik 2
1IET 065/T0003N - Logistik 2
- Lärare
- Anders Sörqvist
- Rum A 526
- mobil 070-33 62 711
- e-mail anders.sorqvist_at_ltu.se
- I90 Industrell logistik
- Volvo (Exjobb), Ericsson, LTU, NyströmCo,
Avantra, Tarinfo AB, iTid - Stefan Karlsson
- Rum A525
2Industriell logistik
- Har avslutning på I-linjen
- Tillhör IES-institutionen
- Leds av ämnesföreträdare
- Anders Segerstedt
3Kursutbud
- Logistik 1, grundkurs i logistik
- Logistik 2, fortsättningskurs i logistik
- Industriell logistik, fördjupningskurs
- Industriell logistik, projektkurs
- Operationsanalys, linjär optimering
- Inköp
- Simuleringsteknik stokastiska processer
- Operations Management and Logistics (För
utbytesstudenter) - Examensarbete, industriell logistik
4Information
- Informationskällor
- Kurshemsida www.ies.luth.se/log/courses/iet065.ht
ml - Mitt postfack i Logistik korridoren.
- Fronter
5Logistik 2
- Kursens mål är
- Att ge en vidare förståelse för de idéer, metoder
och tekniker efter vilka man planerar, styr och
kontrollerar materialflöden och produktion - Innehåll
- Kursen utgör en fortsättning av Logistik 1, en
djupare insikt ska ges.
6Kurslitteratur
- Kursböcker
- Krajewski. Lee, Malhotra. Manoj, Ritzman. Larry
(2007), Operations management Processes and Value
Chains, 8e ed. - Segerstedt. Anders (1999), Logistik med fokus på
material- och produktionsstyrning, Liber AB - Artiklar
- Kompletterande artiklar som kommer ingå i kursen,
finns på kursens hemsida.
7Examination
- Tenta, 3 poäng (Betygsgrundande)
- Fördjupningsuppgift 2 poäng (U eller G)
- Obligatorisk redovisning
- Löses i grupp om 3 4 personer
- Ett verkligt företag, case med egna antaganden.
8Moment i kursen
- Obligatoriska
- Fördjupningsuppg, Redovisning, 2007-10-18
- Gästföreläsning, ERP-system, 2007-10-10
- Tentamen
- Valfria
- Studiebesök , 2007-10-04
9Operations as aCompetitive Weapon
Chapter 1
10- Trends in Operations Management
- Service Sector Growth
- Productivity improvement
- Productivity Measures
- Global Competition
- Competition not only Based on Quality, Time,
- Rapid Technological Change
- Environmental, Ethical, and Work-Force Diversity
Issues
11How Operations As a Competitive Weapon fits the
Operations Management Philosophy
Operations As a Competitive Weapon Operations
Strategy Project Management
Process Strategy Process Analysis Process
Performance and Quality Constraint
Management Process Layout Lean Systems
Supply Chain Strategy Location Inventory
Management Forecasting Sales and Operations
Planning Resource Planning Scheduling
12Operations Management is
- The systematic design, direction and control of
processes that transform inputs into services and
products for internal, as well as external,
customers.
13External vs. Internal Customers
- External Customers are those who purchase the
goods and services. - Internal Customers are those who receive the
output of others within the firm. They are part
of the transformation process.
14Operations Management as a Function
15Processes
- Processes should add value.
- Processes can be broken down into
sub-processes, which in turn can be broken down
further. - Any process that is part of a larger process is
considered a nested process. - Each process and each nested process has inputs
and outputs.
16Internal Value-Chain Linkages Showing Work and
Information Flows
Figure 1.4
17Service Sector Jobs
Figure 1.5
18Manufacturing and Service
- Goods Production
- Tangible
- Can be inventoried
- Low customer contact
- Capital Intensive
- Quality easily measured
- Service Production
- Intangible
- Cant be inventoried
- High customer contact
- Labor Intensive
- Quality hard to measure
Most firms provide both goods and services.
19Operations as a Set of Decisions
Tactical Decisions
Strategic Decisions
- Process improvement and performance measures
- Management and planning of projects
- Generation of production and staffing plans
- Inventory management
- Resource scheduling
- Development of new capabilities
- Maintenance of existing capabilities
- Design of new processes
- Development and organization of value chains
- Key performance measures
20Productivity
- Productivity is the value of outputs (services
and products) produced, divided by the value of
input resources(wages, costs of equipment, etc.)
21Global Competition
- Businesses accept the fact that, to prosper,
they must view customers, suppliers, facility
locations, and competitors in global terms. - Most products today are composites of materials
and services from all over the world. - Forces that created increased global competition
- Improved Transportation and Information
Technologies - Loosened regulations on Financial Institutions
- Increased Demand for Imported Services and Goods
- Reduced Import Quotas and other Trade Barriers
- Comparative Cost Advantages
22Global Competition Disadvantages
- May have to relinquish proprietary technology.
- Political risks.
- Alienate U.S. customers by sending jobs overseas.
- Lower skill levels in some areas.
- Difficulty with cross-functional coordination.
- Harder to produce products and services that can
compete.
23Other Challenges in Operations Management
- Rapid technological change
- Ethical issues across cultures
- Increasing diversity of the workforce
- Environmental impact issues
24Addressing the Challenges in Operations Management