【精品】QFD案例分析要求

1、Case 1/6 QFDCase 1/6 QFD案例分析要求1、分工總經(jīng)理：資源（含人員）、進(jìn)度安排；產(chǎn)品設(shè)計(jì)說明書的起草。營(yíng)銷部經(jīng)理：顧客需求調(diào)查；各項(xiàng)顧客需求對(duì)顧客重要度的調(diào)查與測(cè)評(píng)；協(xié)助總工程師把顧客需求“翻譯”為產(chǎn)品要求（即技術(shù)規(guī)范）；實(shí)施新產(chǎn)品的市場(chǎng)競(jìng)爭(zhēng)性評(píng)價(jià)?？偣こ處煟喊杨櫩托枨蟆胺g”為產(chǎn)品要求（即技術(shù)規(guī)范）；滿意度方向的確定；關(guān)系矩陣的確定；技術(shù)重要度的計(jì)算；目標(biāo)特征值的確定；產(chǎn)品技術(shù)性評(píng)價(jià)；技術(shù)要求間相互關(guān)系的確定。建筑師：負(fù)責(zé)質(zhì)量屋的繪制及美化；制作powerpoint.ppt。2、產(chǎn)品選擇建議開發(fā)一種結(jié)構(gòu)簡(jiǎn)單的產(chǎn)品。3、產(chǎn)品設(shè)計(jì)說明書的具體內(nèi)容產(chǎn)品設(shè)計(jì)說明書包括：設(shè)計(jì)思想

2、及過程；產(chǎn)品推介。4、對(duì)設(shè)計(jì)服務(wù)項(xiàng)目的要求如果開發(fā)的是一種簡(jiǎn)單的服務(wù)項(xiàng)目，要求同時(shí)使用服務(wù)藍(lán)圖并進(jìn)行質(zhì)量控制點(diǎn)的分解。5、提交的成果（1）質(zhì)量屋（2）產(chǎn)品設(shè)計(jì)說明書（3）powerpoint.ppt演示文件6、報(bào)告時(shí)間及要求（1）初步定于第六次課的后兩節(jié)進(jìn)行匯報(bào)。（2）每組報(bào)告時(shí)間連同回答問題控制在20分鐘以內(nèi)，每超時(shí)5分鐘扣1分。7、其它要求盡可能多地運(yùn)用所學(xué)的知識(shí)：包括理念、技術(shù)、方法等等。Case 2/6 BSB, INC.: The Pizza Wars Come to CampusRenee Kershaw, manager of food services at a medium-

3、sized private university in the Southeast, has just had the wind taken out of her sails. She had decided that, owing to the success of her year-old pizza service, the time had come to expand pizza-making operations on campus. However, yesterday the university president announced plans to begin const

4、ruction of a student center on campus that would house, among other facilities, a new food court. In a departure from past university policy, this new facility would permit and accommodate food-service operations from three private organizations: Dunkin Donuts, Taco Bell, and Pizza Hut. Until now, a

5、ll food service on campus had been contracted out to BSB, Inc.CAMPUS FOOD SERVICEBSB, Inc., is a large, nationally operated food-services company serving client organizations. The level of service provided varies, depending on the type of market being served and the particular contract specification

6、s. The company is organized into three market-oriented divisions: corporate, airline, and university or college. Kershaw, of course, is employed in the university or college division.At this particular university, BSB, Inc., is under contract to provide food services for the entire campus of 6,000 s

7、tudents and 3,000 faculty, staff, and support personnel. Located in a city of approximately 200,000 people, the campus was built on land donated by a wealthy industrialist. Because the campus is somewhat isolated from the rest of the town, students wanting to shop or dine off campus have to drive in

8、to town.The campus itself is a “walking” campus, with dormitories, classrooms, and supporting amenities such as a bookstore, sundry shop, barber shop, branch bank, and food-service facilitiesall within close proximity. Access to the campus by car is limited, with peripheral parking lots provided. Th

9、e university also provides space, at a nominal rent, for three food-service facilities. The primary facility, a large cafeteria housed on the ground floor of the main administration building, is located in the center of campus. This cafeteria is open for breakfast, lunch, and dinner daily. A second

10、location, called the Dogwood Room, on the second floor of the administration building, serves an upscale luncheon buffet on weekdays only. The third facility is a small grill located in the corner of a recreational building near the dormitories. The grill is open from 11 A.M. to 10 P.M. daily and un

11、til midnight on Friday and Saturday nights. Kershaw is responsible for all three operations.THE PIZZA DECISIONBSB, Inc., has been operating the campus food services for the past 10 yearsever since the university decided that its mission and core competencies should focus on education, not on food se

12、rvice. Kershaw has been at this university for 18 months. Previously, she had been assistant manager of food services at a small university in the Northeast. After 3 to 4 months of getting oriented to the new position, she had begun to conduct surveys to determine customer needs and market trends. A

13、n analysis of the survey data indicated that students were not as satisfied with the food service as Kershaw had hoped. A large amount of the food being consumed by students, broken down as follows, was not being purchased at the BSB facilities:Percent of food prepared in dorm rooms 20Percent of foo

14、d delivered from off campus 36Percent of food consumed off campus 44The reasons most commonly given by students were (1) lack of variety in food offerings and (2) tight, erratic schedules that didnt always fit with cafeteria serving hours. Three other findings from the survey were of concern to Kers

15、haw: (1) the large percentage of students with cars, (2) the large percentage of students with refrigerators and microwave ovens in their rooms, and (3) the number of times students ordered food delivered from off campus.Percent of students with cars on campus 84Percent of students having refrigerat

16、ors or microwaves in their rooms 62Percent of food that students consume outside BSB, Inc., facilities 43In response to the market survey, Kershaw decided to expand the menu at the grill to include pizza. Along with expanding the menu, she also started a delivery service that covered the entire camp

17、us. Now students would have not only greater variety but also the convenience of having food delivered quickly to their rooms. To accommodate these changes, a pizza oven was installed in the grill and space was allocated to store pizza ingredients, to make cut-and-box pizzas, and to stage pre-made p

18、izzas that were ready to cook. Existing personnel were hired to deliver them by bicycle. In an attempt to keep costs down and provide fast delivery, Kershaw limited the combinations of topping available. That way a limited number of “standard pizzas” could be preassembled and ready to cook as soon a

19、s an order was received.THE SUCCESSKershaw believed that her decision to offer pizza service in the grill was the right one. Sales over the past 10 months have steadily increased, along with profits. Follow-up customer surveys indicated a high level of satisfaction with the reasonably priced and spe

20、edily delivered pizzas. However, Kershaw realized that success brought with it other challenges.The demand for pizzas had put a strain on the grills facilities. Initially, space was taken from other grill activities to accommodate the pizza oven, preparation, and staging areas. As the demand for piz

21、zas grew, so did the need for space and equipment. The capacities of existing equipment and space allocated for making and cooking pizzas now were insufficient to meet demand, and deliveries were being delayed. To add to the problem, groups were beginning to order pizzas in volume for various on-cam

22、pus functions.Finally, a closer look at the sales data showed that pizza sales were beginning to level off. Kershaw wondered whether the capacity problem and resulting increase in delivery times were the reasons. However, something else had been bothering her. In a recent conversation, Mack Kenzie,

23、the grills supervisor, had told Kershaw that over the past couple of months requests for pizza toppings and combinations not on the menu had steadily increased. She wondered whether her on-campus market was being affected by the “pizza wars” off campus and the proliferation of specialty pizzas.THE N

24、EW CHALLENGEAs she sat in her office, Kershaw thought about yesterdays announcement concerning the new food court. It would increase competition from other types of snack foods (Dunkin Donuts) and fast foods (Taco Bell). Of more concern, Pizza Hut was going to put in a facility offering a limited me

25、nu and providing a limited selection of pizzas on a “walk-up-and-order” basis. Phone orders would not be accepted nor would delivery service be available.Kershaw pondered several crucial questions: Why had demand for pizzas leveled off? What impact would the new food court have on her operations? Sh

26、ould she expand her pizza operations? If so, how?Questions 1. How would you describe the mission of BSB, Inc., on this campus? Does BSB, Inc., enjoy any competitive advantages or core competencies?2. Initially, how did Renee Kershaw choose to use her pizza operations to compete with off-campus eater

27、ies? What were her competitive priorities?3. What impact will the new food court have on Kershaws pizza operations? What competitive priorities might she choose to focus on now?4. If she were to change the competitive priorities for the pizza operation, how might that affect her operating processes

28、and capacity decisions?5. What would be a good flow strategy for Kershaws operations on campus to meet the food court competition?Source: This case was prepared by Dr. Brooke Saladin, Wake Forest University, as a basis for classroom discussion.Case 3/6 CRANSTON NISSAN (selective)Steve Jackson, Gener

29、al Manager of Cranston Nissan, slowly sifted through his usual Monday morning stack of mail. The following letter was one he would not soon forget.Dear Mr. Jackson:I am writing this letter so that you will be aware of a nightmare I experienced recently regarding the repair of my 300ZX in your body s

30、hop and subsequently in your service department. I will detail the events in chronological order.AUGUST 28I dropped the car off for repair of rust damage in the following areas:Roofalong the top of the windshield areaLeft rocker panelunder drivers doorLeft quarter panelnear end of bumperRear body pa

31、nelunder license plateI was told it would take three or four days.SEPTEMBER 1I called to inquire about the status of the car, since this was the fifth day the car was in the shop. I was told that I could pick up the car anytime after 2 P.M. My wife and I arrived at 5 P. M. The car was still not read

32、y. In the meantime I paid the bill of $443.17 and waited. At 6 P.M. the car was driven up dripping wet (presumably from a wash to make it look good). I got into the car and noticed the courtesy light in the drivers door would not turn off when the door was closed. I asked for help, and Jim Boyd, bod

33、y shop manager, could not figure out what was wrong. His solution was to remove the bulb and have me return after the Labor Day holiday to have the mechanic look at it. I agreed and began to drive off. However, the voice warning, “Left door is open,” repeatedly sounded. Without leaving the premises

34、I returned to Mr. Boyd, advising him to retain the car until it was fixedthere was no way I could drive the car with that repeated recording. Mr. Boyd then suggested I call back the next day (Saturday) to see if the mechanic could find the problem. I must emphasize, I brought the car to the body sho

35、p on August 28 in perfect mechanical working conditionthe repair work was for body rust. This point will become important as the story unfolds.SEPTEMBER 2I called Jim Boyd at 10:30 A.M. and was told that the car had not been looked at yet. He promised to call back before the shop closed for the holi

36、day, but he never did. I later learned that he did not call because “there was nothing to report.” The car sat in the shop Saturday, Sunday, and Monday.SEPTEMBER 5I called Jim Boyd to check on the status of the car. It was 4 P.M., and Mr. Boyd told me nothing had been done, but that it should be rea

37、dy by the next day. At this point it was becoming obvious that my car did not have priority in the service department.SEPTEMBER 6I called Jim Boyd again (about 4 P.M.) and was told that work had halted on the car because the service department needed authorization and they did not know how much it w

38、ould run. At the hint that I would have to pay for this mess I became very upset and demanded that the car be brought immediately to the mechanical condition it was in when it was dropped off on August 28. At this point Ted Simon, service department manager, was summoned, and he assured me that if t

39、he problem was caused by some action of the body shop, I would not be financially responsible. I had not driven the car since I dropped it off, and I could not fathom the evidence anyone could produce to prove otherwise.SEPTEMBER 7Again late in the day, I called Mr. Simon, who said that Larry (in th

40、e service department) knew about the problem and switched me over to him. Larry said that they had narrowed it down to a wire that passed several spots where body work was performed. He said the work was very time-consuming and that the car should be ready sometime tomorrow.SEPTEMBER 8I called Mr. S

41、imon to check on the status of the car once more. He told me that the wiring problem was fixed, but now the speedometer did not work. The short in the wires was caused by the body work. Larry got on the phone and said I could pick up the car, but they would send the car out to a subcontractor on Mon

42、day to repair the speedometer. He said that when the mechanic test-drove the car he noticed the speedometer pinned itself at the top end, and Larry thought that someone must have done something while searching for the other problem. I asked him if there would be charges for this and he said there wo

43、uld not. My wife and I arrived to pick up the car at 5 P.M. I clarified the next steps with Larry and was again assured that the speedometer would be repaired at no charge to me.The car was brought to me, and as I walked up to it I noticed that the rubber molding beneath the drivers door was hanging

44、 down. I asked for some help, and Mr. Simon came out to look at it. He said it must have been left that way after the search process for the bad wire. He took the car back into the shop to screw it on. When it finally came out again, he said that he would replace the molding because it was actually

45、damaged.When I arrived home, I discovered that the antitheft light on the dash would not stop blinking when the doors were closed. Attempting to activate the security system did not help. The only way I could get the light to stop flashing was to remove the fuse. In other words, now my security syst

46、em was damaged. Needless to say, I was very upset.SEPTEMBER 11On Sunday evening I dropped off the car and left a note with my keys in the “early bird” slot. The note listed the two items that needed to be done from the agreement of last Fridaythe molding and the speedometer. In addition, I mentioned

47、 the security system problem and suggested that “somebody must have forgotten to hook something back up while looking for the wire problem. On Monday I received a call from someone in the service department (I think this name was John), who said that the problem in the security system was in two pla

48、cesthe hatchback lock and “some wires in the drivers door.” The lock would cost me $76, and the cost for the rest was unknown. The verbal estimate was for a total of $110. I asked him why he did not consider this problem a derivative of the other problems. He said that both the body shop and the mec

49、hanic who worked on the wire problem said they could see no way that they could have caused this to happen.I told the fellow on the phone to forget fixing the security system because I was not going to pay for it. At this point, I just wanted the car back home, thinking I could address the problem l

50、ater with someone such as yourself. I told him to have the speedometer fixed and again asked about charges for it. I was assured there would be none.SEPTEMBER 13The service department called to say I could pick up the car anytime before 8 P.M. He also said that the molding had to be ordered because

51、it was not in stock. The need for the part was known on September 8, and NOW the part must be ordered. This will cause me another trip to the shop.When I went to the service department to pick up the car, I was presented a bill for $126. I asked what the bill was for, and I was shown an itemized lis

52、t that included speedometer repair and searching for the security problem. I said my understanding was that there would be no charges. Somebody at the service desk was apprised of the problem and released the car to me with the understanding that the service manager would review the situation the ne

53、xt day.My car was bought around to me by the same person who brought it to me September 8. As I got into the drivers seat, I noticed there was no rearview mirrorit was lying in the passengers seat, broken off from its mounting. I was too shocked to even get mad. I got out of the car and asked how so

54、mething like this could happen without anyone noticing. Jim Boyd said someone probably did want to own up to it. He requisitioned a part and repaired the mirror mounting.Mr. Jackson, I realize this is a long letter, but I have been so frustrated and upset over the past three weeks that I had to be s

55、ure that you understood the basis for that frustration. I am hoping you can look into this matter and let me know what you think.Sincerely,Sam Monahan555 South Main, TurnervilleQuestionsAnswer the following questions from the perspective of TQM.1. Categorize the quality problems in this case.2. What

56、 are the probable causes of so many mishaps?3. Prepare a cause-and-effect chart for “failure to remedy repair problem to customer satisfaction.”4. What specific actions should Jackson take immediately? What should some of his longer-term goals be?Case 4/6 Wuhan Iron & Steel Group Co., DHCR本案例是由北

57、京科技大學(xué)管理學(xué)院馬風(fēng)才，在某鋼鐵公司提供企業(yè)素材并且現(xiàn)場(chǎng)調(diào)查訪問的基礎(chǔ)上編寫的。本案例只是用來作為課堂討論的材料，作者的目的不是為了論證某種經(jīng)營(yíng)管理方法是否有效。出于保密起見，作者隱去了真實(shí)的名字和其他一些可識(shí)別的信息資料。案例中的數(shù)據(jù)并不代表公司的實(shí)際情況。未經(jīng)許可，禁止對(duì)本案例進(jìn)行任何形式的復(fù)制、存儲(chǔ)和轉(zhuǎn)載。行 業(yè)：鋼鐵、制藥等流程型企業(yè)主 題：計(jì)劃排程、企業(yè)資源計(jì)劃版 本：2006年11月23日作 者：馬風(fēng)才“今年的冬天來得真早呀！”望著窗外時(shí)不時(shí)漂落的梧桐樹葉，緊了緊披在身上的棉衣，三煉鋼的李廠長(zhǎng)感到陣陣涼意。昨天，總公司召開了每周一次的集團(tuán)公司ERP系統(tǒng)建設(shè)協(xié)調(diào)例會(huì)。協(xié)調(diào)會(huì)上做出了若干有關(guān)三煉鋼的決議。其中的兩項(xiàng)決議不斷敲擊著李廠長(zhǎng)的神經(jīng)：（1）于本月底前拿出基于DHCR的澆次編組方案；（2）三煉鋼廠必須在組織人事上、進(jìn)度上與二熱軋及其他相關(guān)部門密切配合，以保證集團(tuán)公司ERP系統(tǒng)如期上線。一、五環(huán)鋼鐵公司ERP系統(tǒng)2001年3月，為配合集團(tuán)公司“管理變革和產(chǎn)品差異化”發(fā)展戰(zhàn)略的實(shí)施，五環(huán)鋼鐵公司正式啟動(dòng)了ERP項(xiàng)目。該項(xiàng)目投資2億元人民幣，是截止目前中國(guó)在建的投資規(guī)模最大的ERP系統(tǒng)，包括銷售管理系統(tǒng)、技術(shù)質(zhì)量管理系統(tǒng)、生產(chǎn)管理系統(tǒng)、存貨與出