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运营管理Assignment写作范文-竞争优势的运营管理。本文是一篇运营管理留学生assignment格式范文，主要内容是讲述运营管理存在于许多行业以及制造业和服务业。我相信它存在于任何人的日常工作中，尽管他们可能从未注意到。考虑到这一点，我认为运营管理是任何人都具备的一项技能，其目的是通过对系统结构的认知，在逻辑过程中实现他们正在努力实现的目标。 运营管理已经存在了一段时间，但Christopher Polhelm首次认识到了一项技能，并记录到“没有什么比低价格更能增加需求。”。因此，对机器和设备的需求很大，这将减少繁重工作的数量或强度”，大约在1700年左右。许多历史书和流传下来的故事中都有这样的案例，即在此之前就存在运营管理，但尚未被确定为运营管理。从1700年开始，业务发展显著增长，至今似乎一直是运营管理的一个显著点。运营管理取决于五个绩效目标，即质量、灵活性、成本、速度和可靠性。下面就一起来看一下这篇留学生Assignment写作范文。
Introduction :引言 Operations Management is present in many occupations as well as those of manufacturing and service industries. I believe it to be present in daily duties of any person although they may never notice. With this in mind I see operations management as a skill anyone has with an aim of achieving an outcome of something they are working towards in a logical process with thought of awareness of a system structure. Operations management has been around for some time yet it was Christopher Polhelm (Sweden) first recognised a skill and recorded that ‘Nothing increases demand so much as low prices. Therefore there is a great need of machines and appliances which will diminish the amount or intensity of heavy work’ (Extract from text book Operations Management – supplied by DMU for open learning please see bibliography) this was around 1700. There are cases in many history books and stories passed down that operations management was present before this yet not identified as operations management. From 1700 business development has grew significantly and seems to have been a notable point of operations management to present day. Operation management is depending upon five performance objectives i.e. Quality, Flexibility, Cost, Speed and dependability. Quality: Quality means doing things right. An operation needs to be spotless and in order, have appropriate and attractive furnishings and make sure that the staffs are friendly and helpful. Quality reduces costs and increases dependability. 质量：质量意味着做正确的事情。操作需要整洁有序，有合适且有吸引力的家具，并确保员工友好、乐于助人。质量降低了成本并提高了可靠性。 Flexibility: The Flexibility facilitate to any changes. Different products and services need to be available, for example the opening times need to be varied as the main customers (students) have varying timetables. 灵活性：灵活性有助于任何变化。需要提供不同的产品和服务，例如，由于主要客户（学生）有不同的时间表，开放时间需要不同。 Cost: The membership prices need to be a suitable price to facilitate students and people with different financial situations. The cost of hiring employment needs to be considered as well as the cost of the equipment. The lower the cost of producing their services, the lower the cost to the customer will be. This is a very attractive attribute, especially to students. 费用：会员价格需要是一个合适的价格，以方便学生和不同经济状况的人。需要考虑雇佣成本以及设备成本。生产服务的成本越低，客户的成本就越低。这是一个非常吸引人的属性，尤其是对学生来说。 Speed: The speed of the internal processes can reduce inventories and reduce risks. 速度：内部流程的速度可以减少库存并降低风险。 Dependability: The staffs want to be able to do things in time for the customers to receive their services. Being reliable causes the customers to become more loyal over time. Dependability can save time, save money and give support throughout the operation, internally and externally. 可靠性：员工希望能够及时为客户提供服务。可靠会使客户随着时间的推移变得更加忠诚。可靠性可以节省时间、节省资金，并在整个运营过程中提供内部和外部支持。 In this assignment I try to focus on above all objectives and how manufacturing process is going? How much time taking each Department for their work? Why occur delay for delivery to Customer? What’s role of Human Resources in maintain Quality, Cost and Time? Why storage is create scarcity of space? Why quality is going down? Product value and Customer satisfaction Etc. Operation management find out best solution before arise problem. Operation Management is helpful for Decision making, Developing a process strategy, managing effective project, process analysing, Demand Forecasting, managing Quality, planning Capacity, managing Inventories etc. In this assignment I researched on Rama Newsprint & Papers Ltd, India, which is largest private paper Production Company. It is running by more than 2000 workforce. This is manufacturing Cream Wove, Super printing, base paper for coating, map litho; SS map litho, Copier paper and newsprint etc. It has $ 50 million equity or spread over in 400 acres land. RNPL has also own 23 mw Power plants. This company is huge in paper industry sector and I am sure it will be increase my knowledge in Operation management and its systems. 在这项作业中，我试图将重点放在最重要的目标上，以及制造过程如何进行？每个部门的工作需要多长时间？为什么延迟交付给客户？人力资源在保持质量、成本和时间方面的作用是什么？为什么存储会造成空间不足？为什么质量下降？产品价值和客户满意度等。运营管理在出现问题之前找出最佳解决方案。运营管理有助于决策、制定流程战略、管理有效项目、流程分析、需求预测、管理质量、规划产能、管理库存等。在本次任务中，我研究了印度最大的私营造纸公司Rama Newsprint&Papers Ltd。它由2000多名员工运营。这是制造奶油编织，超级印刷，涂布原纸，地图岩性；SS地图岩性、复印机纸和新闻纸等。该公司拥有5000万美元的股权或分布在400英亩的土地上。RNPL还拥有23兆瓦的发电厂。这家公司在造纸行业规模巨大，我相信它将增加我在运营管理及其系统方面的知识。 Manufacturing Process of Newsprint & Paper :新闻纸和纸张的制造工艺 The paper industry is basically based on wood and wood based pulp. But Rama Newsprint is produce paper by Recycling process. This plan is zero wastage process plans. Wastepaper is a key input in the production of newsprint, packaging paper and paperboards. Production of specialty paper involves the use of different varieties of pulp, which lend special quality to the paper. Here below illustrate whole manufacturing process of paper. 造纸工业基本上以木材和木质纸浆为基础。但拉玛新闻纸是通过回收过程生产纸张的。该计划是零浪费流程计划。废纸是生产新闻纸、包装纸和纸板的关键原料。特种纸的生产涉及使用不同种类的纸浆，这些纸浆赋予纸张特殊的质量。下面说明了纸张的整个制造过程。 R & D and QC Department :研发和质量控制部 This department play important role in manufacturing process. R & D department is continuously taking sample from Raw material, Deinking and Paper machine for checking quality of ongoing process and find out anything wrong in the process. As per operation management quality is very important issue and this is handled by R & D and QC department. 该部门在制造过程中发挥着重要作用。研发部门不断从原材料、脱墨和造纸机中取样，以检查正在进行的过程的质量，并找出过程中的任何错误。根据运营管理，质量是非常重要的问题，这由研发和质量控制部门处理。 Raw materials Department :原材料部 Paper manufacturing is start from Raw materials department. This department is using Virgin Pulp, Local/Imported old newspaper (ONP), News & Pams, Mixed office waste, Old Telephone Directory, Old magazine grade (OMG) for raw materials. But these all materials are available in wastage paper. This department is sorting fibre, plastic, iron, dust etc from west paper. Sorting is important part of process. If sorting is not good, quality of paper will be bad. This is very sensitive department and root of the process. This department retain maximum labour for sorting work. After sorting process this wastage paper send to Deinking department and complete their work. 造纸从原材料部开始。该部门使用原浆、本地/进口旧报纸、新闻和报纸、混合办公垃圾、旧电话簿、旧杂志等级作为原材料。但这些材料都是废纸。这个部门正在从西纸中分拣纤维、塑料、铁、灰尘等。排序是流程的重要组成部分。如果分类不好，纸张质量就会很差。这是一个非常敏感的部门，也是这个过程的根源。这个部门保留了最大的劳动力进行分拣工作。在分拣过程之后，这些废纸被送到脱墨部门并完成他们的工作。 Deinking Department :脱墨部门 After completion of Raw materials sorting process, Deinking department is ready to start next process. In this department waste papers have been mixes with water and wash by Chemical. This department’s core work is removing Ink from paper and converts in to Pulp by mixing Sodium hydroxide and sodium sulphide. The chips close into pulp in the resolution. Next the pulp is sent through filters. Bleach may be added at this stage, or colourings. The pulp is sent to the paper plant. That’s for this department called De-Inking. In this stage also mix some chemical for create brightness in paper and which is providing by CAPP department. This completed Pulp has been send to paper Machine Department and finished their work. 原材料分拣过程完成后，脱墨部门准备开始下一个过程。在这个部门，废纸已与水混合，并由化学公司清洗。该部门的核心工作是去除纸张上的油墨，并通过混合氢氧化钠和硫化钠将其转化为纸浆。在分辨率中，碎片接近纸浆。接下来，纸浆通过过滤器。漂白剂可以在这个阶段加入，或者染色。纸浆被送到造纸厂。这是为这个叫De Inking的部门准备的。在这一阶段，还混合了一些化学物质，以在纸张中创造亮度，这是由CAPP部门提供的。完成的纸浆已送至造纸机械部并完成其工作。 Paper Machine Department :造纸机械部 The pulp is next put through a beating and squeezing course called, properly enough, pasting. Inside a large container, the pulp is subjected to the produce of machine beaters. At this point, various packing materials can be supplementary such as chalks, clays, or chemicals such as titanium oxide. These additives will control the dullness and other qualities of the final product. Sizing’s are also added at this point. Sizing affects the way the paper will react with various inks. 接下来，纸浆经过打浆和压榨过程，恰当地说，就是粘贴。在一个大容器内，纸浆经过机器搅拌器的处理。在这一点上，各种包装材料可以是补充材料，如白垩、粘土或化学物质，如氧化钛。这些添加剂将控制最终产品的光泽度和其他质量。此时还添加了尺寸。尺寸会影响纸张与各种油墨的反应方式。 In instruct to ultimately revolve the pulp into paper, the pulp is fed or pumped into colossal, automated machines. One ordinary category is called the Fourdrinier instrument. Pulp is fed into the Fourdrinier machine on a touching belt of bright mesh selection. The pulp is squeezed through a series of rollers, while suction strategy under the belt drains rotten water. If the paper is to obtain a water-mark, a device called a dandy moves across the sheet of pulp and presses a design into it. 为了最终将纸浆旋转成纸，纸浆被送入或泵入巨大的自动化机器。一个普通的类别叫做长网造纸机。纸浆被送入长网造纸机，在一条接触带上选择明亮的网目。纸浆通过一系列的滚筒挤压，而皮带下的抽吸策略排出了腐烂的水。如果纸张要获得水痕，一种叫做纨绔子弟的装置会在纸上移动，并将图案压入纸中。 The paper then moves on top of the press part of the machine, where it is pushed between rollers of wool felt. The paper then passes over a series of steam-heated cylinders to eradicate the left over water. A large machine may have from 45 to 65 aeration cylinders. 然后，纸张在机器压榨部分的顶部移动，在那里它被推到羊毛毡辊之间。然后，纸经过一系列蒸汽加热气缸，以清除残留的水。一台大型机器可能有45至65个曝气缸。 – Finishing House Department:精加工车间部门 Finally, the dried paper is injuring onto large reels, where it will be additional processed depending on its last use. Paper is round and packed in further by passing through metal rollers called calendars. A particular finish, whether supple and waterless or solid and glossy, can be imparted by the calendars. 最后，干燥的纸张会损坏到大卷筒上，根据最后的使用情况，将在那里进行额外处理。纸张是圆形的，通过称为日历的金属辊进一步包装。日历可以赋予一种特殊的光洁度，无论是柔软无水还是坚实光滑。 The paper may be further ended by passing through a container of sizing material. It may also obtain a covering, which is either brushed on or rolled on. Covering ads chemicals or pigments to the paper’s outside, supplementing the sizing and fillers from previous in the course. Fine clay is often used as a covering. The paper may after that be supercalendered, that is, run from first to last extremely silky calendar rollers, for a closing time. Then the paper is cut to the wanted size. 纸可以通过浆纱材料的容器进一步结束。它还可以获得一种覆盖物，它可以是刷上去的，也可以是卷上去的。覆盖物将化学物质或颜料添加到纸的外部，补充课程中先前的上浆和填料。细粘土常被用作覆盖物。之后，纸张可能会被超级压光，也就是说，在一段关闭时间内，从第一个到最后一个极其丝滑的日历辊。然后将纸张切成所需尺寸。 Product Wear House Department :产品磨损部门 This is the final stage of Paper process. This stage PWH department is packing cutter paper and send to storage or customer. This department is storage paper size wise on different place. Whenever requirement arise easy to find out and send to customer. 这是造纸过程的最后阶段。这一阶段PWH部门正在包装切割纸并将其发送给仓库或客户。这个部门在不同的地方存放纸张。无论何时出现需求，都很容易找到并发送给客户。 Product life cycle of RNPL :RNPL的产品生命周期 When offering papers product to customer is that they have a variety. They have an enormous number of a ways of expenses their money and spaces to spend it. Therefore, Rama newsprint & paper’s places considerable emphasises on developing a new paper product which customer’s want. Market research establishes exactly what this is. 当向客户提供纸质产品时，他们的产品种类繁多。他们有大量的方式来花费他们的钱和空间。因此，拉玛新闻纸公司非常重视开发客户需要的新纸产品。市场研究确定了这是什么。 However customer’s requirements change overtime. What is fashionable and eye-catching today may be excess tomorrow. Marketing constantly monitors customer’s first choice. In order to assemble these changes, RNPL has tried to launch new product with change in old product. The type of selling undertaken and the amount invested will be dissimilar, depending on the phase a product has reached. For example, the begin on of a new product will classically involve television and other advertising support. At several time a company will have a variety of assets, a share portfolio integrated shares in a range of different companies of product each in a diverse phase of life cycle. Some of RNPL’s option is going constant at the growth stage. Paper is a daily use product but not much profit making industry. In Indian market more than 800 paper industries are running in paper sector. So competition is on high level and also tough. That’s reason is for paper industries are not reach to maturity level of product life cycle. 然而，客户的要求会随着时间而变化。今天时髦而引人注目的东西明天可能会过剩。市场营销不断监控客户的首选。为了整合这些变化，RNPL已尝试推出新产品，并对旧产品进行更改。所进行的销售类型和投资金额将有所不同，具体取决于产品所达到的阶段。例如，一个新产品的开始将典型地涉及电视和其他广告支持。有时，一家公司将拥有多种资产，一个股票组合将一系列不同公司的股票整合在一起，每个公司的产品都处于不同的生命周期阶段。RNPL的一些选择在增长阶段保持不变。纸张是一种日用产品，但不太赚钱。在印度市场上，800多个造纸行业在造纸行业运营。因此，竞争是高水平的，也是艰难的。这是因为造纸工业并没有达到产品生命周期的成熟水平。 Process Flow Chart :工艺流程图 A process chart is a set method of documenting all the activities performed by a person or group at a workplace, with a customer, or working with certain materials. It analyzes a process using a table, and provides information about each step in the process. It is used to drill down to the job level for an individual person, a team or a focused nested process. In this process five categories. 流程图是一套记录个人或团队在工作场所、与客户或使用某些材料进行的所有活动的方法。它使用表分析流程，并提供流程中每个步骤的信息。它用于深入到个人、团队或集中嵌套流程的工作级别。在此过程中，分为五类。 Process flow chart with easy to identify gap between two process and this is giving idea to management for generating idea for resolve it. On below chart easy to identify marketing department send order to PWH department on right time. But lack of efficiency of PWH department, they are not putting in to process and make a delay. Also PWH department is looking storage department. But there negligence on work create scare of place. Here paper machine department have good efficiency in spite of they cannot work due to scarcity of space. So whole operations in PWH department is making delay in process. 流程图，易于识别两个流程之间的差距，这为管理层提供了解决问题的思路。在下图中，易于识别的营销部门在正确的时间向PWH部门发送订单。但由于PWH部门缺乏效率，他们没有投入到流程中，造成了延误。PWH部门也在寻找存储部门。但工作上的疏忽造成了场所的恐慌。这里的造纸机部门虽然由于空间不足而无法工作，但效率很高。所以，PWH部门的整个运作都在拖延这一过程。 Quality Circle :品管圈 Quality is important part in Paper Industry. If industry ignore to this concept, They will be loose their customer and lose their image in market. Rama Newsprint & papers Ltd is also believe in this concept and Quality circle implemented in organisation. RNPL established department wise Quality circle committee and they meet to one time in a week. They discussed regarding problem, production, cost reduction idea, new technology, participative management, Decision making on new things etc.. They are tried to solve problem at department level. If it’s not possible than bring it to management level and search solution. Quality circle is good concept in management theory and RNPL completely follow to this and short out problem on root level and avoid delay. This is also responsible for cost saving and quality improvement. 质量是造纸工业的重要组成部分。如果行业忽视这一概念，他们将失去客户，失去市场形象。拉玛新闻纸公司也相信这一理念，并在组织中实施质量圈。RNPL成立了部门级质量圈委员会，他们每周召开一次会议。他们讨论了问题、生产、降低成本的理念、新技术、参与式管理、新事物的决策等。他们试图在部门层面解决问题。如果不可能，请将其带到管理层并搜索解决方案。品管圈是管理理论中的一个好概念，RNPL完全遵循这一点，从根本上解决问题，避免延误。这也有助于节约成本和提高质量。 Porters Value Chain 波特价值链 Michael Porter (1985) the strategic inventor of the ‘Porter Value Chain’ constructed a chain effect understanding that every business should implement for logical understanding and awareness of its inputs and outputs as a business. He separated the business functions into primary and secondary methods, primary being dedicated to the product or service and secondary being supportive methods to aid the primary. 迈克尔·波特是“波特价值链”的战略发明者，他构建了一种连锁效应理解，即每一个企业都应该将其作为一个企业来进行逻辑理解并意识到其投入和产出。他将业务功能分为主要方法和次要方法，主要方法用于产品或服务，次要方法用于辅助主要方法。 Porters (Michael Porter 1985) Value Chain (VC). From the model suggests, that no issue how many operational units that are concerned in the course of generating customer value; these primary actions can be conceptualised into five common stages. The five primary stages are inbound logistics, operations, outbound logistics, marketing and sales, and service. These primary stages are supported by the firms’ infrastructure, human resource management, technology development, and purchasing and procurement. The stages within the VC should not be seen in segregation but looked at in a wider context and include the connections between stages not just within the processes. The relationship between sales, operations and procurement for instance can determine how much stock is to be carried and therefore reflected in cost of inventory held. 波特价值链从模型中可以看出，在创造客户价值的过程中，有多少运营单位是无关紧要的；这些主要行动可以分为五个共同阶段。五个主要阶段是入境物流、运营、出境物流、营销和销售以及服务。这些初级阶段由公司的基础设施、人力资源管理、技术开发以及采购和采购提供支持。风险投资中的各个阶段不应被视为孤立的，而应在更广泛的背景下看待，并包括各个阶段之间的联系，而不仅仅是流程中的联系。例如，销售、运营和采购之间的关系可以决定库存量，从而反映在库存成本中。 ( Ref Book – Operation Management Processes and Supply Chain – Lee, Larry & Manoj ) Value activities are divided in to two types, Primary activities and support activities. Primary activities involved in the physical creation of the product, sales and transportation to the buyers as well as after sells services. Primary activity alienated into five categories. Support activities are support to primary activities and each other given that purchased inputs, technology, human resources and various firm-wide functions. 价值活动分为两种类型，主要活动和支持活动。主要活动涉及产品的实物创造、向买方的销售和运输以及售后服务。主要活动分为五类。支持活动是对主要活动的支持，并考虑到购买的投入、技术、人力资源和公司范围内的各种职能，相互支持。 Primary Activities :主要活动 The primary activities of the organisation are group in to five main areas:该组织的主要活动分为五个主要领域 Inbound logistics : RNPL concerned with receiving, storming and distributing the inputs to the products. In this included raw materials, handling, stock control, transportation etc.. 入境物流：RNPL负责接收、突击和分配产品输入。其中包括原材料、搬运、库存控制、运输等。 Operation : the transformation of these various inputs into the final paper or newsprint : machine, packaging, testing etc. 操作：将这些不同的投入转化为最终纸张或新闻纸：机器、包装、测试等。 Outbound logistics : The collection, storage and distribution of the product to customers. In RNPL involves Product were house activities, material handling, transportation etc. In this part most important to bring services to customer on fixed location. 出境物流：将产品收集、储存和分发给客户。在RNPL中，产品包括室内活动、材料搬运、运输等。在这一部分中，最重要的是在固定地点为客户提供服务。 Marketing & sales : in this part RNPL create their own image in paper industry by advertising, highest production per day and strong administration department. Also loosening with customer and take a feed back of customer. 营销和销售：在这一部分中，RNPL通过广告、最高的日产量和强大的管理部门，在造纸行业树立自己的形象。还与客户放松关系，并听取客户的反馈。 Services : all the activities depend upon services after sells. After sells services consist of installation, start up of product, replacement, warranties etc. RNPL also provide quality assurance guarantees to customer. 服务：所有活动都取决于售后服务。售后服务包括安装、产品启动、更换、保修等。RNPL还向客户提供质量保证保证。 Support Activities :支持活动 The support activities divided in to four areas.支助活动分为四个领域 Procurement: all primary activity have been refers to the process of acquiring the various resource. This is the main part of the organisation. 采购：所有主要活动都是指获取各种资源的过程。这是组织的主要部分。 Human Resource management: RNPL is very poor about human resources and this is the main root of problem. Here value chain is play important role to emphasise more training & development, motivation like monitoring & non monitoring ways to workforce, recruiting skilled manpower. 人力资源管理：RNPL在人力资源方面非常糟糕，这是问题的主要根源。在这里，价值链扮演着重要的角色，以强调更多的培训和发展，激励，如对员工的监督和非监督方式，招聘熟练的人力。 Technology development : Technology is directly related with product, process or resources. if employees do not understand how to operate equipment, its create big problem for firm. In RNPL most of the workforce recruit experienced with higher pay scale. This is increase production cost to firm. If they create their own workforce by providing T & D to old staff is better than higher new staff. 技术开发：技术与产品、过程或资源直接相关。如果员工不了解如何操作设备，这会给公司带来很大的问题。在RNPL，大多数招聘员工的薪酬水平都较高。这增加了公司的生产成本。如果他们通过向老员工提供T&D来创建自己的员工队伍，那么这比新员工更优秀。 Infrastructure : RNPL plan lay out and infrastructure is good but some place require some change. Infrastructure is also consisting of the structure and routines of the organisation that sustain RNPL culture. 基础设施：RNPL计划布局和基础设施很好，但有些地方需要一些改变。基础设施还包括维持RNPL文化的组织结构和程序。 This all activities are implement perfectly by RNPL is must be require for in competitive terms, value is the amount that buyer are willing to pay for what a firms provided them with product perceived value. Value chain model is very helpful to RNPL for win to paper market and therefore they have to implement and follow above all activities. 所有活动都由RNPL完美实施，这是竞争条件下必须的，价值是买方愿意为公司为其提供的产品感知价值支付的金额。价值链模型对RNPL赢得纸张市场非常有帮助，因此他们必须实施并遵循所有活动。 So value chain is guide to industry how to win market and create own image in market. For RNPL has a value chain is key success. 因此，价值链是指导行业如何赢得市场和在市场中塑造自己形象的指南。对于RNPL而言，价值链是成功的关键。 Recommendation :建议 As student I cannot give the exact idea about reading just few papers for the company which is running successfully since 1991. Company has history of19 years they have created their name and fame through their working pattern and workforce who works for them. I am little bit small to evaluated and give the recommendation to the company’s board of directors they are the genius in their planning and implementation of their Operation Management systems. 作为一名学生，我无法给出确切的想法来为这家自1991年以来成功运营的公司读几篇论文。公司有19年的历史，他们通过自己的工作模式和为他们工作的员工创造了自己的名字和名声。我对公司董事会的评价和建议有点小，他们是运营管理系统规划和实施方面的天才。 1 ) Most of the companies are manufacturing product depend upon order or make to stock. RNPL is also following these methods. But RNPL not use perfect performance metrics in process and these are the main reason for delay in manufacturing product. As a student I would like to suggest to RNPL, if they will follow some below formula for manufacturing process. Defiantly they will almost achieve their target. 大多数公司生产的产品依赖于订单或现货。RNPL也遵循这些方法。但RNPL在生产过程中并没有使用完美的性能指标，这是制造产品延迟的主要原因。作为一名学生，我想向RNPL建议，他们是否会遵循以下制造流程公式。毫无疑问，他们将几乎达到目标。 Operation time = Setup time 操作时间=设置时间 Run time 运行时间 Throughput time = Average time for a unit to 吞吐量时间=单位平均时间 move through the system 在系统中移动 Speed = Throughput time 速度=吞吐量时间 Value-added time 增值时间 Cycle Time Example 循环时间示例 Suppose RNPL had to produce 10 paper roll in 50 hours to meet the demand requirements of a product. There are 3000 minutes (60 minutes/hour x 50 hours) in 50 hours. So the average time between completions would have to be: Cycle time = 3,000/10 roll = 300 minutes. 假设RNPL必须在50小时内生产10个纸卷，以满足产品的需求。50小时内有3000分钟（60分钟/小时x 50小时）。因此，完成之间的平均时间必须为：循环时间=3000/10次滚动=300分钟。 Process Throughput Time Reduction 流程吞吐量时间减少 All of this work done after RNPL should apply bellow main three concept for process. RNPL之后完成的所有工作应适用于流程的三个主要概念。 A ) It must be execute activities in corresponding.必须执行相应的活动 B ) Change the series of activities.改变一系列活动 C ) Reduce interruptions 减少中断 2 ) Human Resource Management :人力资源管理 Humans are core part of process and they have been a particular platform in Organization. Human is sensitive part of operation management. If employees are not satisfied, organization will loose target. Employees play important role in quality management and have a power to make decision that will improve quality and customer services. Strategic goals for quality and customer satisfaction require teamwork and group participation. RNPL is face lack of satisfaction in their employees and that for so many causes are responsible. 人员是过程的核心部分，他们一直是组织中的一个特殊平台。人是运营管理的敏感部分。如果员工不满意，组织将失去目标。员工在质量管理中发挥着重要作用，并有权做出决定，以提高质量和客户服务。质量和客户满意度的战略目标需要团队合作和团队参与。RNPL面临员工满意度不足的问题，而且有很多原因都要为此负责。 I would like to suggest some ideas for implementing in company for success in paper sector. 我想提出一些在公司内实施以在造纸行业取得成功的想法。 Employees are not satisfied with management systems. Management follows autocratic and close leadership and this is demotivate to employees. If RNPL will understand employees requirement and change the management styles towards employees, definitely company will get incredible growth. 员工对管理体系不满意。管理层遵循专制和紧密的领导，这会使员工失去积极性。若RNPL能够理解员工的要求，并改变对员工的管理方式，公司肯定会获得令人难以置信的增长。 Change the management style from Autocratic to Liberal, means employees have been invite for decision making, Quality circle, participation in management, giving more responsibility etc.. These all are motivate to employees for achieving goal. 将管理风格从专制改为自由，意味着员工被邀请参与决策、质量圈、参与管理、承担更多责任等。这些都激励员工实现目标。 RNPL should more focus on Technical & commercial training to employees. Trained workforce is more productive as well qualitative and also Time saver. RNPL should be implement below T & D activities through minimise cost, time and maintain quality. RNPL应更加注重对员工的技术和商业培训。经过培训的员工生产力更高，质量更高，而且节省时间。RNPL应通过最小化成本、时间和保持质量，在T&D活动以下实施。 Create Apprentice force in the Organisation. Apprentice is productive, cheaper and easy to available. 在组织中创建学徒队伍。学徒生产效率高，成本低，易于获得。 Provide more paper machine operation training to employees and these are useful for minimise cost and increase qualitative production. 为员工提供更多的造纸机操作培训，这些培训有助于降低成本并提高质量。 Job specification has been implementing in Organisation. Employees have been mastery in work through it. These is key of maintain quality, cost and time. 工作规范已在组织中实施。员工通过它掌握了工作。这是保持质量、成本和时间的关键。 Job rotation is also important part of operation. It should be implementing in RNPL. 工作轮换也是运营的重要组成部分。它应该在RNPL中实现。 Also provide commercial training like time keeping, communication, leadership, cost reduction etc. 还提供商业培训，如计时、沟通、领导力、降低成本等。 3 ) Raw materials department has been also needed some change for Time saving and Quality maintaining. In sorting work per bunch require maximum 20 to 30 minutes. But lack of inspection on labour makes delay in this process. Also sorting work is not going accurate. This is creating adverse impact on Paper quality and deinking departments system. So as per my suggestion management have to take strict step against labour. 原材料部门也需要进行一些变更，以节省时间和保持质量。在分拣工作中，每束最多需要20至30分钟。但由于缺乏对劳动力的检查，这一过程被推迟。排序工作也不准确。这对纸张质量和脱墨部门系统造成了不利影响。因此，根据我的建议，管理层必须对劳工采取严格措施。 4 ). Product wear house department is end of the manufacturing process part. This department is looking storage, separation and selling work. RNPL has lots of space for storage. In spite of arise scarcity of space due to lack of skilled staff. They have no any proper storage system which is helpful for identify thickness wise paper. So they have to implement storage system like inventory management system. 产品磨损室部门是制造过程的结束部分。这个部门正在寻找存储、分离和销售工作。RNPL有大量存储空间。尽管由于缺乏熟练的工作人员，空间不足。他们没有任何有助于识别纸张厚度的适当存储系统。因此，他们必须实施类似库存管理系统的存储系统。 5 ) Central Engineering stores is located so far away from main core department in plan. Maximum time wasted in collection for equipment from store to concern department. If central department located near to core department, definitely maximum time will be saved by RNPL. 中央工程部门店距离计划中的主要核心部门太远。从商店到相关部门收集设备所浪费的最大时间。如果中心部门位于核心部门附近，RNPL肯定会节省最长时间。 Conclusion :结论 I conclude that although most businesses look different in their operation most of them actually are similar because all businesses need a foundation to start off with and when they build from their foundations this is where differences occur because of their overall business plan in the 5 key business function. They are Operations Management, Human Resource Management, Marketing, Accounting & Finance and Information Management in which they operate from. They start to defer within the sectors they build their business on as every business has a different way of getting their products and services forward depending on the market they explore in which they try to dominate through success to keep the business alive. Assignment得出的结论是，尽管大多数企业在运营中看起来不同，但实际上大多数企业都是相似的，因为所有企业都需要一个基础来开始，当他们从基础开始建设时，这是因为他们在5个关键业务职能中的总体业务计划而产生差异的地方。它们是运营管理、人力资源管理、市场营销、会计和财务以及信息管理。他们开始在他们建立业务的部门内推迟，因为每个企业都有不同的方式来推进他们的产品和服务，这取决于他们所探索的市场，他们试图通过成功来主导市场，以保持业务的活力。 They key difference is how they outsource their organisational role and activities all depend on how the business is adapted to operate to meet the demand of the business’s activities. This is vital for the business to fulfil their organisational needs so the operation of the business is flawless and it will maximise their organisational productivity and stability. 他们的关键区别在于他们如何外包其组织角色和活动，所有这些都取决于企业如何适应运营以满足企业活动的需求。这对于企业满足其组织需求至关重要，因此企业的运营是完美的，并将最大限度地提高其组织生产力和稳定性。本站提供各国各专业留学生Assignment写作指导服务，如有需要可咨询本平台。 |
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