Ca 1/6 QFD
仙鹤铅笔质量屋
mir3技术要求间关系 强正相关 弱正相关 强负相关 弱负相关 对 市场竞争性评价 顾 客 笔铅铅粘铅铅固橡总铅铅铅铅每铅包的 迹墨墨结芯芯定皮重笔笔笔笔次芯装 顾客需求Vs技术要求 的 的 产 剂 和 的 橡 的 量 的 的 的 的 需 的 重 要 对保生的木偏皮断 平外外外削毒 度 关系紧密（9） 比持的强杆芯的裂 衡形部径的性 关系一般（3） 百 度能灰度的度粘强 条 次 关 系 弱（1） 分 力尘 公 剂度 纹 数 制 差 强 度 顾客需求 46 铅芯 6 写得清楚 8 不弄脏纸 2 容易擦除 30 铅笔头不易断 13 橡皮 12 橡皮不易擦破纸 1 橡皮不易断 41 笔身 1 不觉得重 15 笔杆好握 2 不易滚动 5 容易削 1 耐脏 15 价格低 2 笔杆漂亮 165 318 356 31 149 90 9 54 65 93 249 103 59 135 48 18 技术重要度 每 不没 五 单 滚有 档 重 中 铅摩位 量动锐 最 芯擦个 在 角 质量规格 系 好 中 数颗 轴 粒 上 满意度方向 1 2 3 4 5 技术性评价
仙鹤铅笔 现有产品 米奇铅笔 最好
技术要求
最差超市策划
人教版二年级下册数学教案1 最差 2 仙鹤铅笔 现有产品 3 米奇铅笔 4 5 最好
什么补水效果好( )
0.20 5g/cc
70% <=1.20L 0.5#75' 3# 0.10mm 0.25mm 5# 5耕云种月
0.001ppm Sharpen every 3 5/16
又短又好笑的笑话Ca 1/6 QFD 案例分析要求
1、 分工 、 总经理：资源（含人员） 、进度安排；产品设计说明书的起草。 营销部经理：顾客需求调查；各项顾客需求对顾客重要度的调查与测评；协助总工程师 把顾客需求“翻译”为产品要求（即技术规范） ；实施新产品的市场竞争性评价。 总工程师：把顾客需求“翻译”为产品要求（即技术规范） ；满意度方向的确定；关系 矩阵的确定；技术重要度的计算；目标特征值的确定；产品技术性评价；技术要求间相互关 系的确定。 建筑师：
负责质量屋的绘制及美化；制作 powerpoint.ppt。 2、产品选择 、 建议开发一种结构简单的产品。 3、产品设计说明书的具体内容 、 产品设计说明书包括：设计思想及过程；产品推介。 4、对设计服务项目的要求 、 如果开发的是一种简单的服务项目，要求同时使用服务蓝图并进行质量控制点的分解。 5、提交的成果 、 （1）质量屋 （2）产品设计说明书 （3）powerpoint.ppt 演示文件 6、报告时间及要求 、 （1）初步定于第六次课的后两节进行汇报。 （2）每组报告时间连同回答问题控制在 20 分钟以内，每超时 5 分钟扣 1 分。 7、其它 、 要求尽可能多地运用所学的知识：包括理念、技术、方法等等。
正八品
Ca 2/6 BSB, INC.: The Pizza Wars Come to Campus Renee Kershaw, manager of food rvices at a medium-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 rvice, the time had come to expand pizza-making operations on campus. However, yesterday the university president announced plans to begin construction of a student center on campus that would hou, among other facilities, a new food court. In a departure from past university policy, this new facility would permit and accommodate food-rvice operations from three private organizations: Dunkin’ Donuts, Taco Bell, and
Pizza Hut. Until now, all food rvice on campus had been contracted out to BSB, Inc. CAMPUS FOOD SERVICE BSB, Inc., is a large, nationally operated food-rvices company rving client organizations. The level of rvice provided varies, depending on the type of market being rved and the particular contract specifications. The company is organized into three market-oriented divisions: corporate, airline, and university or college. Kershaw, of cour, is employed in the university or college division. At this particular university, BSB, Inc., is under contract to provide food rvices for the entire campus of 6,000 students 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. Becau the campus is somewhat isolated from the rest of the town, students wanting to shop or dine off campus have to drive into town. The campus itlf is a “walking” campus, with dormitories, classrooms, and supporting amenities such as a bookstore, sundry shop, barber shop, branch bank, and food-rvice facilities—all within clo proximity. Access to the campus by car is limited, with peripheral parking lots provided. The university also provides space, at a nominal rent, for three food-rvice faci
lities. The primary facility, a large cafeteria houd 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 cond location, called the Dogwood Room, on the cond floor of the administration building, rves 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 until midnight on Friday and Saturday nights. Kershaw is responsible for all three operations. THE PIZZA DECISION BSB, Inc., has been operating the campus food rvices for the past 10 years—ever since the university decided that its mission and core competencies should focus on education, not on food rvice. Kershaw has been at this university for 18 months. Previously, she had been assistant manager of food rvices 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. An analysis of the survey data indicated that students were not as satisfied with the food rvice as Kershaw had hoped. A large amount of the food being consumed by students, broken down as
follows, was not being purchad at the BSB facilities: Percent of food prepared in dorm rooms Percent of food delivered from off campus Percent of food consumed off campus 20 36 44
The reasons most commonly given by students were (1) lack of variety in food offerings and (2) tight, erratic schedules that didn’t always fit with cafeteria rving hours. Three other findings from the survey were of concern to Kershaw: (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 Percent of students having refrigerators or microwaves in their rooms Percent of food that students consume outside BSB, Inc., facilities 84 62 43
In respon 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 rvice that covered the entire campus. Now students would have not only greater variety but also th
e convenience of having food delivered quickly to their rooms. To accommodate the 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 pizzas 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 preasmbled and ready to cook as soon as an order was received. THE SUCCESS Kershaw believed that her decision to offer pizza rvice in the grill was the right one. Sales over the past 10 months have steadily incread, along with profits. Follow-up customer surveys indicated a high level of satisfaction with the reasonably priced and speedily delivered pizzas. However, Kershaw realized that success brought with it other challenges. The demand for pizzas had put a strain on the grill’s facilities. Initially, space was taken from other grill activities to accommodate the pizza oven, preparation, and staging areas. As the demand for pizzas 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 m
eet demand, and deliveries were being delayed. To add to the problem, groups were beginning to order pizzas in volume for various on-campus functions. Finally, a clor look at the sales data showed that pizza sales were beginning to level off. Kershaw wondered whether the capacity problem and resulting increa in delivery times were the reasons. However, something el had been bothering her. In a recent conversation, Mack Kenzie, the grill’s supervisor, had told Kershaw that over the past couple of months requests for pizza toppings and combinations not on the menu had steadily incread. She wondered whether her on-campus market was being affected by the “pizza wars” off campus and the proliferation of specialty pizzas.
THE NEW CHALLENGE As she sat in her office, Kershaw thought about yesterday’s announcement concerning the new food court. It would increa 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 menu and providing a limited lection of pizzas on a “walk-up-and-order” basis. Phone orders would not be accepted nor would delivery rvice be available. Kershaw pondered veral crucial questions: Why had dem
and for pizzas leveled off? What impact would the new food court have on her operations? Should 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 choo to u her pizza operations to compete with off-campus eateries? What were her competitive priorities? 3. What impact will the new food court have on Kershaw’s pizza operations? What competitive priorities might she choo to focus on now? 4. If she were to change the competitive priorities for the pizza operation, how might that affect her operating process and capacity decisions? 5. What would be a good flow strategy for Kershaw’s operations on campus to meet the food court competition? —Source: This ca was prepared by Dr. Brooke Saladin, Wake Forest University, as a basis for classroom discussion.
