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【课程名称COURSETITLE】服务业运营管理(ServiceOperationsManagement)【授课教师INSTRUCTOR】姓名：王晓芳XiaofangWang国籍：中国Chinese职称：讲师AssistantProfessor来自学校：中国人民大学商学院SchoolofBusinessatRenminUniversityofChinaEmail地址：xiaofang.wang@gmail.com【授课对象STUDENTS】本科生、研究生undergraduates，postgraduates【授课语言TEACHINGLANGUAGE】英语English【先修课程PREREQUISITES】微积分，概率与统计Calculus,StatisticsandProbabilities【授课方式METHODSOFINSTRUCTION】以课堂讲授为主，穿插应用实例讨论。Lectures,casediscussion【课程考核EVALUATION】(1)出勤考核与课堂参与占50%；Presenceandparticipation50%(3)期末考试占50%。FinalExamination50%【课程学分CREDITS】2学分2credits【教师简介ABOUTTHEINSTRUCTOR】教师简介王晓芳毕业于美国卡耐基梅隆大学商学院， 运营管理博士。现任中国人民大学商学院讲师、硕士研究生导师。研究方向为服务运营管理、医疗运营管理和收益管理。2004年起任美国运筹学和管理学研究协会(INFORMS)会员，2009年起任生产与运作管理学会(POMS)会员和POMS中国分会会员。在博士学习前，王晓芳在清华大学获得学士和硕士学位。 CurriculumVitaeXiaofangWangobtainedherPh.D.degreeinOperationsManagementfromtheTepperSchoolofBusinessatCarnegieMellonUniversity.ShehasjoinedSchoolofBusinessfacultyinRenminUniversitysince2008andspecializesinthefieldsofservice 1operationsmanagement,healthcareoperationsandrevenuemanagement.ShehasbeenamemberofINFORMS(InstituteforOperationsResearchandManagementSciences)since2004,ProductionandOperationsManagementSociety(POMS)andPOMSChinaChaptersince2009.PriortoherPh.D.study,XiaofangWangobtainedherMasterandBachelordegreesfromTsinghuaUniversity.【课程简介COURSEDESCRIPTION】出色的运营管理是当今服务业成功的关键。随着全球化竞争加剧和快速发展的信息技术，运营管理的重要性日益增加。但是，理解服务运营管理并不容易。服务型企业有着困扰管理者的特点。例如，服务型企业直接与顾客交互，以人为中心：顾客通常参与服务过程，并经常直接与雇员和设备接触。这所导致的需求的多变性给管理具有易逝性的服务能力带来挑战。由于生产和消费同时发生，服务产品不可储存。因此多数服务运作不同于制造运作，需要专门的分析框架和工具。本课程将兼顾策略层的分析和操作层的决策，将讲授：服务概念、运作策略、质量管理、排队管理、能力管理、收益管理。我们将通过来自服务行业的管理问题和案例运用这些工具与思想。 本课程为学生在交通、银行、电信、零售、医疗等服务业中从事管理工作打基础： •定性理解服务策略； •掌握基本知识和技能； •学会量化分析运作问题； •通过案例获得实践经验。 最终目标是学生能够辨识和利用各种环境下的商机，建立和分析服务运营管理系统以提高企业效益。通过案例、授课、录像等多种方式的学习，学生将能够： •理解成功服务企业的运营管理； •理解并建立先进服务管理思维； •重视管理服务接触的重要性以提高顾客满意程度； •理解国内和国际环境下服务增长的因素； •理解实现服务策略的复杂性； •既能掌握定性/策略层的分析，又能掌握定量分析方法 CourseDescriptionOperationalexcellenceiscriticalforsuccessinmanyserviceindustriestoday,anditsimportanceisincreasingduetoglobalcompetitionandrapidlyevolvinginformationtechnology.However,understandingserviceoperationsisnoteasy.Servicefirmshaveuniquecharacteristicsthatchallengemanagers.Forexample,servicefirmsarepeople-orientedbecauseofthedirectinteractionwithcustomers.Customersusuallyparticipateintheserviceprocess,oftenwithdirectinteractionswithemployeesandfacilities.Theresultingvariationsindemandpresentachallengetotheoperationsmanagertoeffectivelyusetheperishableservicecapacity.Becauseproductionandconsumptionoccursimultaneously,itisimpossibletostoreservices.Therefore,mostserviceoperationslookquitedifferentfrommanufacturingoperations,andtheyoftenrequirespecializedanalysisframeworksandtools.Inthiscourse,wewilladdressbothstrategicanalysisandoperationaldecisionmakingforachievingoperationalcompetitivenessinaservicebusiness.Amongthetopicswewillcoverare:theserviceconceptandoperationsstrategy, 2productivityandqualitymanagement,waitinglinesanalysis,capacitymanagementandrevenuemanagement.Wewillapplythesetoolsandideastomanagementproblemsandcasesfromservicesectors.Throughacombinationofcasestudies,lecturesandvideos,thiscourseisintendedtopreparestudentsformanagementopportunitiesinservicefirmssuchastransportation,banking,communications,retail,healthcare,whichrepresentthefastest-growingsectoroftheeconomy.Thegoalofthiscourseistohelpstudents•Understandservicestrategiesinserviceenterprisesqualitatively•Developthebasicknowledgeandskillsthatareusefulinthosecareers•Learnquantitativeanalysisofoperationsproblems•Gainhands-onexperiencethroughcases.Theultimategoalistohelpstudentslearntoidentifyandexploitopportunitiesforserviceoperationsmanagementindifferentbusinesscontextstomaximizeprofit.Studentsareexpected:•Tounderstandtheoperationsofsuccessfulservicefirmsthatcanbebenchmarksforfuturemanagementpractice.•Todevelopanunderstandingofthestateoftheartofservicemanagementthinking.•Toappreciatetheorganizationalsignificanceofmanagingtheserviceencountertoachieveinternalandexternalcustomersatisfaction.•Tounderstandthedimensionsofservicegrowthbothdomesticallyandinternationally.•Togainanappreciationofthecomplexitiesassociatedwithimplementingchange.•Todevelopskillsofbothqualitativeandquantitativeanalysisforserviceproblems.【课程大纲SYLLABUS】第一章导论第二章设计服务企业 – 过程第三章设计服务企业 – 质量第四章设计服务企业 – 设备第五章设计服务企业 – 能力与需求第六章管理服务运营 – 收益管理 (I)第七章管理服务运营 – 收益管理 (II)第八章管理服务运营 – 排队 (I) 第九章管理服务运营 – 排队(II)第十章服务业管理前沿CoursecontentsCHAPTER1INTRODUCTIONCHAPTER2DESIGNINGASERVICEENTERPRISE–PROCESSCHAPTER3DESIGNINGASERVICEENTERPRISE–QUALITY 3CHAPTER4DESIGNINGASERVICEENTERPRISE–FACILITYCHAPTER5DESIGNINGASERVICEENTERPRISE–CAPACITYANDDEMANDCHAPTER6MANAGINGSERVICEOPERATIONS–REVENUEMANAGEMENT(I)CHAPTER7MANAGINGSERVICEOPERATIONS–REVENUEMANAGEMENT(II)CHAPTER8MANAGINGSERVICEOPERATIONS–WAITINGLINES(I)CHAPTER9MANAGINGSERVICEOPERATIONS–WAITINGLINES(II)CHAPTER10ADVANCEDTOPICSINSERVICEOPERATIONSMANAGEMENT【课程教材TEXTBOOKS】1、“ServiceManagement:Operations,Strategy,andInformationTechnology.”byJamesA.FitzsimmonsandMonaJ.Fitzsimmons,6thedition,publishedbyMcGraw-Hill.2、“服务管理运作、战略与信息技术