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IET 065 - Logistik 2

IET 065 - Logistik 2. Lärare Anders Sörqvist Rum A 2594 tel 492966 mobil 070-33 62 711 e-mail: anders.sorqvist@ies.luth.se I90 Industrell logistik Volvo (Exjobb), Ericsson, LTU, Nyström&Co, Avantra, Tarinfo AB. Industriell logistik. Har avslutning på I-linjen Tillhör IES-institutionen

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IET 065 - Logistik 2

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  1. IET 065 - Logistik 2 • Lärare • Anders Sörqvist • Rum A 2594 • tel 492966 mobil 070-33 62 711 • e-mail: anders.sorqvist@ies.luth.se • I90 Industrell logistik • Volvo (Exjobb), Ericsson, LTU, Nyström&Co, Avantra, Tarinfo AB

  2. Industriell logistik • Har avslutning på I-linjen • Tillhör IES-institutionen • Leds av ämnesföreträdare: Anders Segerstedt

  3. Kursutbud på avdelningen förIndustriell Logistik • IET 005 Operationsanalys, linjär optimering • IET 064 Logistik 1, grundkurs i logistik • IET 070 Simuleringsteknik & stokastiska processer • IET 065 Logistik 2, fortsättningskurs i logistik • IET 042 Industriell logistik, fördjupningskurs • IET 063 Industriell logistik, projektkurs • IET 069 Inköp • IET 101 Examensarbete, industriell logistik

  4. Information • Informationskällor • Avdelningens hemsida: www.ies.luth.se/log/ • Kurshemsida: www.ies.luth.se/log/courses/iet065.html • Anslagstavla: I trapphuset mellan Alfa och ”nya” A-huset. • Mitt postfack i Logistik korridoren.

  5. IET 065 Logistik 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 - IET064, en djupare insikt ska ges.

  6. Kurs- och referenslitteratur Kursböcker: Krajewski. J. Lee, Ritzman. P. Larry (2001), Operations management Strategy and analysis, 6:ed Segerstedt. Anders (1999), Logistik med fokus på material- och produktionsstyrning, Liber AB Referenslitteratur: Vollman T. E., W. L. Berry och D. C. Whybark (1997). Manufacturing Planning and Control Systems. Olhager J. och B. Rapp (1985). Effektiv MPS. Goldratt E. och J. Cox (1993). Målet-En process av ständig förbättring. Artiklar: Kompletterande artiklar som kommer ingå i kursen kommer publiceras på kursens hemsida.

  7. Examination - IET 065 • 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.

  8. Moment i kursen Obligatoriska: • Fördjupningsuppg. Redovisning • Gästföreläsning Movex (Intentia) • Tentamen. Valfria: • Studiebesök

  9. Chapter 1 -Operations As a Competitive Weapon

  10. Processes and operations 2 3 1 4 5 Processes and Operations Internal and external customers • Inputs • Workers • Managers • Equipment • Facilities • Materials • Services • Land • Energy • Outputs • Services • Goods Information on performance Figure 1.1

  11. Output Input Productivity = Productivity

  12. Types of OM Decisions • Strategic choices • Process • Quality • Capacity, Location,Layout • Operating Decisions

  13. Functions • Accounting • Distribution • Engineering • Operations • Finance • Human resources • Marketing Types of Organizations Manufacturing Construction Transportation Health care Wholesale Retailing Bank Government • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- Operations Management as a Function Figure 1.3

  14. Skill Areas • Quantitative methods • Organizational behavior • General management • Information systems • Economics • International business • Business ethics and law Types of Organizations Manufacturing Construction Transportation Health care Wholesale Retailing Bank Government • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- Operations Management As a Function Figure 1.3

  15. Continuum of Characteristics More like a manufacturing organization More like a service organization • Physical, durable product • Output that can be inventoried • Low customer contact • Long response time • Regional, national, or international markets • Large facilities • Capital intensive • Quality easily measured • Intangible, perishable product • Output that cannot be inventoried • High customer contact • Short response time • Local markets • Small facilities • Labor intensive • Quality not easily measured Figure 1.4

  16. Manufacturing, mining, and construction Other services 40 – 30 – 20 – 10 – 0 Wholesale and retail sales Percentage of workforce Government | | | | | 1959 1969 1979 1989 1999 Service Sector Jobs Figure 1.5

  17. Trends in Operations Management • Service Sector Growth • Global Competition • Productivity Changes • Productivity Measures • Maintaining a Perspective • Competition Based on Quality, Time, and Technology • Environmental, Ethical, and Work-Force Diversity Issues

  18. Operations Management Across the Organization • Cross-functional coordination • Operations management as a competitive weapon

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