📚 Worksheet – Chapter 19: Operations Management and Production | 第19章 作业单：运营与生产管理
This worksheet has been written for Cambridge A-Level Business students revising Chapter 19. It follows the Cambridge International AS & A Level Business syllabus and focuses on operations management, production methods, quality, inventory, capacity utilisation and lean production. Each section pairs an English explanation with a Chinese explanation so that you can check understanding in either language, and the practice questions at the end mirror the style of Paper 1, Paper 2 and Paper 3 questions.
本作业单为复习第19章的剑桥 A-Level 商务学生编写。内容依据剑桥国际 AS & A-Level 商务大纲，覆盖运营管理、生产方式、质量、库存、产能利用率和精益生产。每个小节均把英文讲解与中文讲解配对呈现，便于用任一语言核对理解，文末练习题贴近 Paper 1、Paper 2 与 Paper 3 的题型。
1. Syllabus Snapshot | 考纲速览
Chapter 19 sits at the centre of the business because operations decisions determine cost, quality, speed of response and flexibility. Operations management is the process of managing the resources and activities that transform inputs into finished goods and services. The chapter links directly to marketing (what customers want), finance (funding capacity) and human resources (skills and motivation).
第19章处于企业运营的核心，因为运营决策直接决定成本、质量、响应速度与灵活性。运营管理是管理各类资源与活动、把投入转化为产成品与服务的过程。本章与市场营销（顾客想要什么）、财务（为产能融资）和人力资源（技能与激励）紧密相连。
| Topic | 主题 | What you must show | 需要展示的能力 | Typical command words | 常见指令词 |
|---|---|---|
| Operations management | 运营管理 | Define the term and explain its link to competitiveness | 定义并说明其与竞争力的联系 | Define, explain | 定义、解释 |
| Production and productivity | 生产与生产率 | Distinguish the two and calculate productivity | 区分二者并计算生产率 | Distinguish, calculate | 区分、计算 |
| Production methods | 生产方式 | Explain job, batch, flow and mass customisation | 解释单件、批量、流程与大规模定制 | Explain, recommend | 解释、建议 |
| Capacity utilisation | 产能利用率 | Calculate and evaluate under- and over-utilisation | 计算并评价利用率不足与超负荷 | Analyse, evaluate | 分析、评价 |
| Quality management | 质量管理 | Compare quality control, quality assurance and TQM | 比较质量控制、质量保证与全面质量管理 | Compare, discuss | 比较、讨论 |
| Inventory control | 库存控制 | Explain stock types, buffer stock and JIT | 解释库存类型、缓冲库存与准时制 | Explain, assess | 解释、评估 |
| Lean production | 精益生产 | Identify waste and evaluate lean techniques | 识别浪费并评价精益技术 | Evaluate, justify | 评价、论证 |
The worksheet below mixes content review with exam-style practice. Use it after you have read the textbook chapter, not instead of it, and time yourself when you reach the case-study questions.
下面的作业单把内容复习与考试风格练习结合起来。请在读完教材章节之后使用，而不是用它替代教材；做案例题时请自行计时。
2. Key Definitions and Terminology | 核心定义与术语
Operations management is the management of the transformation process that converts inputs such as raw materials, labour, capital and information into outputs of goods and services. It covers design, scheduling, quality, stock, capacity and the layout of the production facility. Every business, whether it makes cars or sells insurance, manages operations.
运营管理是对转化过程的管理，即把原材料、劳动力、资本与信息等投入转化为商品与服务产出的过程。它涵盖设计、排程、质量、库存、产能以及生产场所布局。无论企业制造汽车还是销售保险，都必须管理运营。
The transformation process can be shown as a simple model. Inputs enter the business, value is added through transformation, and outputs leave to be sold. Added value is the difference between the value of the output and the cost of the inputs, and it is the source of profit and of competitive advantage.
转化过程可用一个简单模型表示：投入进入企业，经过转化实现增值，产出离开企业并被销售。附加值等于产出价值减去投入成本，它是利润与竞争优势的来源。
Value added = Value of output − Cost of inputs
- Efficiency — doing things at the lowest possible cost per unit | 效率：以尽可能低的单位成本完成工作
- Effectiveness — doing the right things and meeting customer needs | 效果：做正确的事并满足顾客需求
- Capital-intensive — production dominated by machinery and equipment | 资本密集型：生产以机器设备为主
- Labour-intensive — production dominated by human labour and skill | 劳动密集型：生产以人工与技能为主
3. Production vs Productivity | 生产与生产率
Production is the total amount of output produced, measured in units, kilograms, litres or hours of service. Productivity is a measure of efficiency: how much output is obtained from each unit of input. A business can increase production without improving productivity, for example by hiring more staff and keeping output per worker unchanged.
生产是产出的总量，用件数、千克、升或服务小时衡量。生产率衡量的是效率，即每单位投入能获得多少产出。企业可以在生产率不变的情况下提高产量，例如增聘员工而人均产出保持不变。
Productivity = Total output ÷ Total input
Labour productivity = Output ÷ Number of employees
Unit cost = Total cost ÷ Total output
Higher productivity spreads fixed costs over more units, so unit cost falls and the business can compete on price or earn a higher margin. It also allows higher wages to be paid without raising unit costs. However, raising productivity through automation may cause redundancies and resistance from employees.
生产率提高后，固定成本被摊薄到更多产品上，单位成本随之下降，企业便能打价格战或获得更高利润率。它也让企业可以在不抬高单位成本的前提下支付更高工资。但通过自动化提高生产率可能带来裁员与员工抵触。
er worker. If training raises output to 13,800 units with the same workforce, labour productivity rises to 345 units per worker, an increase of 15%.
某工厂雇用40名工人，每周生产12,000件产品。劳动生产率 = 12,000 ÷ 40 = 每人300件。若培训使产量在人数不变的情况下提升至13,800件，劳动生产率升至每人345件，增幅15%。
| Basis | 比较维度 | Production | 生产 | Productivity | 生产率 |
|---|---|---|
| Meaning | 含义 | Total output achieved | 实现的产出总量 | Output per unit of input | 每单位投入的产出 |
| Rises when | 上升条件 | More resources are used | 使用更多资源 | Same input yields more output | 同样投入产出更多 |
| Effect on unit cost | 对单位成本影响 | Not necessarily lower | 未必下降 | Usually lower | 通常下降 |
4. Job, Batch and Flow Production | 单件、批量与流程生产
The choice of production method depends mainly on volume and variety. High variety and low volume point towards job production; high volume and low variety point towards flow production. Between the two extremes sits batch production, which most manufacturers use at some stage.
生产方式的选择主要取决于产量与品种。品种多、产量低倾向单件生产；产量高、品种少倾向流程生产。两者之间的中间形态是批量生产，多数制造商在某个阶段都会采用。
| Method | 方式 | Features | 特征 | Advantages | 优点 | Drawbacks | 缺点 |
|---|---|---|---|
| Job production | 单件生产 | One unique item at a time, skilled labour, general-purpose tools | 一次生产一件独特产品，技能型工人，通用工具 | Meets exact customer needs, high price possible, motivated skilled staff | 完全满足顾客需求，可定高价，技能工人有成就感 | High unit cost, slow, relies on key workers | 单位成本高、速度慢、依赖关键员工 |
| Batch production | 批量生产 | Groups of identical items, machines reset between batches | 成组生产相同产品，批次之间需重新调试机器 | Lower unit cost, flexible, allows variety | 单位成本较低、灵活、可提供品种 | Idle time during changeovers, stock of work in progress | 换线时机器闲置，在制品库存增加 |
| Flow production | 流程生产 | Continuous, standardised, often automated line | 连续、标准化，通常为自动化流水线 | Very low unit cost, high and consistent quality, large volume | 单位成本极低、质量稳定、产量大 | High set-up capital, inflexible, breakdowns halt the line | 初始投资高、缺乏柔性、故障会全线停产 |
| Cell production | 单元生产 | Teams work in a self-contained unit, often U-shaped | 团队在自成体系的小单元内作业，常为U形布局 | Better teamwork, faster feedback, reduced movement | 团队协作更好、反馈更快、搬运减少 | Duplication of equipment, needs multi-skilled staff | 设备重复配置，需要多技能员工 |
Other factors shaping the decision include the level of capital available, the skills of the workforce, the reliability of suppliers, the risk of obsolescence and whether demand is stable enough to justify investment in flow lines.
影响决策的其他因素包括可用资本水平、劳动力技能、供应商可靠性、产品过时风险，以及需求是否稳定到足以支撑流程线投资。
5. Mass Customisation and Operations Technology | 大规模定制与运营技术
Mass customisation combines the flexibility of job production with the low unit cost of flow production. It uses information technology and flexible machinery to produce individually customised goods at near mass-production prices. Customers configure options online, and the order data drives the factory directly.
大规模定制把单件生产的柔性与流程生产的低单位成本结合起来。它利用信息技术与柔性机械，以接近大批量生产的价格提供个性化产品。顾客在线配置选项，订单数据直接驱动工厂生产。
