Syllabus - QFD

1、SYLLABUSPage 31SYLLABUS: Bus OTM 860This syllabus describes course logistics and overviews the course. See also the course web page at: /mfinster/OIM860/index.htm.A. How to contact the professorPhones: 262-1998 (W) 223-0076 (H)Office: 4250D Grainger HallFax: 263-3142Off

2、ice hours: T & Th: 12:30 1:30E-mail: and by appointmentAddress: 975 University Avenue Madison, Wisconsin 53706B. Biographical sketchProfessor Mark P. Finster is a faculty member in the Graduate School of Business and the College of Engineering at the University of Wisconsin-Madi

3、son, and a contributing member in the Center for Quality and Productivity Improvement, the Consortium for Global Electronic Commerce, the Center for Quick-Response Manufacturing and the Gaylord Nelson Institute for Environmental Studies. He also serves on the executive boards of the Center for Manuf

4、acturing and Technology Management and the Center for Manufacturing Systems Engineering.Dr. Finster designed, teaches and directs the Graduate School of Business masters and Ph.D. programs in the management of improvement and quality, and is active in executive and outreach education. He has receive

5、d the Gaumnitz Distinguished Faculty Award and the Mabel W. Chipman Excellence in Teaching Award and has helped improve the management systems of more than 150 businesses, government agencies, and nonprofit organizations from four continents. Mark received his Ph.D. from the University of Michigan a

6、nd has served as a professor at Cornell and Johns Hopkins Universities. He is a five-time National Science Foundation (NSF) Scholar and chaired the NSF session that established a national research agenda in organizational excellence and quality. He also serves as an associate editor of the American

7、Society for Qualitys journal on Quality Management, and on the Board of Directors at Home Savings Bank.Teaching and research interests include customer-focused improvement of complex systems, environmental management, sustainability, creativity and innovation, strategic breakthrough management, qual

8、ity and productivity improvement, new product and service development, e-business design, system-wide performance management, quality function deployment, employee involvement and empowerment, policy management and deployment, cross-functional management, quality control, learning organizations, sta

9、ndardization, benchmarking, quality assurance, quality planning, cycle-time reduction, and service management.C. Course DescriptionThis hands-on project-based course emphasizes how-to methodologies and mechanisms for customer-focused conceptualization and design of services and products, and of the

10、processes and job functions that will produce the products and deliver the services. An example is Design for Six Sigma, the cutting-edge design system used by GE, Motorola and Allied Signal. Emphasis is on upstream conceptualization and design since typically they lock-in most of the value (i.e., q

11、uality and cost) that a product or service delivers. The products and services may be targeted either externally to markets or internally to the organization (i.e., job design). The first part of this course uses tools and techniques to identify the critical benefits that add the most value to custo

12、mers, often in areas that customers cannot articulate and do not understand. The second part of this course discusses creativity and innovation, as well as mechanisms and tools for design planning, and for identifying and linking critical design elements, parts, functions and delivery systems to enh

13、ance their value to the customer. The second part of the course involves Quality Function Deployment (QFD), which is currently used to develop services and products cheaper, better and faster by many leading organizations including Baxter Health Care, Procter & Gamble, Kodak, IBM, AT&T, Hewlett Pack

14、ard, Eastman Chemical, Texas Instruments, Rockwell, Ford, GM, Chrysler, Toyota, Polaroid, Florida Power and Light, Hughes Aircraft, Johnson Controls, Oscar Mayer, Home Savings Bank, CUNA and Affiliates, Barneveld K12 School District, Beloit-Turner K12 School District, and numerous other large and sm

15、all cutting-edge organizations. QFD has been successfully applied in many industries including health care, education, defense, recreation, automotive, electronics, processing, construction, retail sales, and government. Topics include Collection, use and prioritization of lead, volume, loyal and cr

16、itical customer information for conceptualization and design purposes Customer benefit prioritization and profiling including identification of critical benefits unknown to the customer Voice-of-the-customer translation technology for turning customer information into customer profiles and value ele

17、ments, including methodologies for analyzing customer settings, uses and critical events, leading to attractive features Creativity techniques and mechanisms for identifying attractive features and creating breakthrough designs Design planning that incorporates market and engineering benchmarking, s

18、ales and product strategy and competitive analysis Development and design that will not only satisfy important customer needs, but will further delight the customer by exceeding expectations on critical needs Concept development: Identification of the desirable features that will add the most value

19、to the market place and clarification of the type of service or product to design. Understanding of the appropriate market segments who might want this service/product. Describing the service/product options that might be offered. Identification of the attractive features of the design than can be u

20、sed to promote and market the service. Customer-focused quality deployment, cost deployment, reliability deployment, safety deployment, capability deployment and technology deployment Architectural considerations and mechanisms for design of a system for putting the customer focus into new services

21、and products Integration of quality deployment, cost deployment, reliability deployment, etc. with the basic components of a management system including daily management, system management and strategic management. Applications in service and nonprofit organizations Both management and planning tool

22、sPrerequisites: A course in either design, market research or improvement, such as BUS OIM 770.D. ProjectsApplied learning will occur during hands-on project. There are several options for projects. You may participate in a design project that either develops a new product or service prototype/conce

23、pt, or that improves the process by which customer needs are deployed into a product or service. Alternatively, you may form a project to study an applied topic of your choice. More information on projects is found in the next chapter.Report Content Team composition Goals and expectations Design pro

24、cess Targeted customers and their needs Competitive and market analysis, key design characteristics, and other key design information Description of product or service being developed Process that will produce the product or service Leverage areas in the design process Plans for rest of project Diff

25、iculties or bottlenecksBiweekly team meeting with the professorMeet with me to discuss project plans after each biweekly planning report. In addition, schedule meetings with me whenever needed to discuss plans and to address difficulties.Planning reportsEach teams planning report describes your plan

26、s to complete your project and summarizes your accomplishments. In each report, include your current best set of recommendations for improving the product/service and the design process that will produce the product/service. The main purpose of these reports is to provide information necessary to su

27、pport your project. The reports should be brief (about three to five typed pages plus charts, pictures, graphs and check sheets). Reports are due every two weeks beginning the first week of February. After each report, schedule a meeting with me to further discuss your project plans.Final reportsThe

28、re is a final written report and an oral presentation. The oral presentation is made to the participating organization and to the whole class. A draft of the executive summary is due the 13th week.E. How the Course FlowsThe map below describes regular flows of learning that occur during this course.

29、F. Weekly Reading ReportsNameReadingProjectDate1. Important point2. Application to project & examples3. Action you as an individual will take to help your team bring this important point alive.Report FormatOn each Thursday, e-mail to me one-page providing your personal insights on how the readings m

30、ight apply to your project, and on what you might do to help move your team forward. Please do not use an attachment. The reading reports provide a channel by which I can personally discuss your project with you as an individual. With that regular weekly communication I am better connected to you as

31、 an individual, I have another opportunity to receive your personal insights, and I am better able to share my thoughts with you as an individual. I believe that enhances the learning process and accelerates your learning. Each reading report has three distinct sections. The last two sections are mo

32、st important.1. Identify the readings most important point that applies to your project. 2. Describe how this point applies uniquely and directly to your project or study topic. Include examples specific to your project that show how the readings key point applies to your project. Write about issues

33、 the professor does not know.3. Indicate a plan of action you, as an individual, will initiate to help your team make the application in (2) above occur. Share your report and integrate these ideas into your project.Example: Reading reportAn example of a reading report is given below.Rachel PhangRea

34、ding 6: Johnston & Danniel, Chapter 6State Historical Society of WisconsinOctober 17, 2000Important PointIn the chapters by Johnston and Daniel, the authors discuss the importance of ongoing review processes, and the need to treat differences between goals and actual performance as defects! Defects

35、must be tracked and addressed with great urgency as early in the deployment process as possible.Application to project and examplesIt appears that the review process in the SHSW does not involve as many people in the organization as during the planning process. Review sessions are normally conducted

36、 between the Director and the various implementation groups separately, and updates or lessons learned are generally not circulated within the organization for learning. In fact, there have been cases where initiatives were dropped but few in the organization were aware of it. Also, there is current

37、ly no review process in place to review the success or failure of past initiatives as input into the current planning cycle. Hence, many of the past Strategic Areas have just been carried forward to the current planning cycle without actual implementing improvement.SHSW should therefore reexamine th

38、eir review process, and treat it as critical as the planning process itself. Implementation plans should be finalized and circulated as part of the strategic plans document, with milestones, measures and budgets. Furthermore, as the article suggests, it is easy for inertia to set in once the formal

39、planning process is over. Hence, the SHSW should plan for at least bi-monthly review sessions to ensure that assumptions made and targets set continue to be realistic, and to allow management to have early signs if initiatives are not being met, so that they can take timely actions to remedy it. Mor

40、e importantly, the review sessions should be considered as sources for lessons learned and identification of best practices, and can be considered critical input for action between review sessions, and for the next planning cycle.Individual ActionThe article gives great examples of simple and short

41、tables that are used for summarizing review results. This ensures that review processes are efficient in gathering necessary data, and focus dialogue between management and implementers on key issues and hindrances. I will draft a rough prototype of similar tables and, during the next team meeting,

42、suggest we use these at key points in the process. If this is chosen as an area of leverage, I will then design a glossary of terms and suggested methodologies for their use.G. GradesGrades will be determined on the following basis.Projects70%Class participation15%Reading assignments15%Reading Assig

43、nmentsReading assignments will be assessed in terms of how well they are applied to your project or study topic. A reading assignment with a high score would provide 1) good examples that show specific application of the readings key points to your project, and 2) indications of what you as an indiv

44、idual might do to implement these ideas. In other words, a good reading report constructs examples specific to your project that exhibit how you can use the readings key points to contribute to the teams project or study topic. Ideas in reading reports that are integrated into your project are very

45、highly regarded.Class participationClass participation refers to involvement in the class discussion. Attendance is required for participation.ProjectsProjects will be assessed according to the following criteria:Evaluation of service/product-development and process improvement projects:1. Participa

46、tion (team and professor meetings, etc.)15%2. Effort (planning reports, special contributions, teamwork, etc.)25%3. Understanding (approaches, methods, tools)30%4. Results (product or service prototypes, or process redesign)30%The criteria above are further described below.1. Participation involves

47、attendance and participation at meetings with the organization, with the team and with the professor.2. Effort refers to the quality of the planning reports and special contributions made to the team. Teamwork is also reflected here.3. Understanding approaches, methods and toolsUnderstanding involve

48、s exhibiting knowledge and application in some of the following activities:Understanding customers Identification and segmentation of key customer groups Collection, prioritization and use of lead, volume, loyal and critical customer information for conceptualization and design purposes Analysis of

49、customer settings, uses and critical moments; understanding critical benefits unknown to the customer that may suggest attractive design features Prioritization and profile of customer benefits Preliminary development of a design plan Understanding customer perceptions and satisfaction levels. Bench

50、marking competitor products Assessing sales points and incorporating product strategy Clarifying high value-added benefits that the design will deliverEstablish important design characteristics Turning the voice-of-the-customer profiles into design requirements Examining the relationships between de

51、sign characteristicsFurther development of the design plan Identification of the desirable features that will add the most value to the market place. Clarification of the type of service or product to design. Understanding of the appropriate market segments who might want this service/product. Descr

52、ibing the service/product options that might be offered. Identification of the attractive features of the design than can be used to promote and market the service. Generating and evaluating design alternatives utilizing creativity techniques and mechanisms for identifying attractive features and cr

53、eating breakthrough designs Benchmarking design characteristics Examining regulatory and safety issues Studying reliability data Determining design targets Identifying bottlenecksDesigning details of product and service parts Designing processes to product the products and servicesCustomer-focused q

54、uality deployment, cost deployment, reliability deployment, safety deployment, capability deployment and technology deployment4. Results are evaluated by the value of the product, service or redesigned process to the organization, and the degree of improvement made.Evaluation of study projects:Parti

55、cipation (team meetings, etc.)20%Written and oral reports (see evaluation criteria in report 4)80%H. ScheduleThe schedule below is flexible. Class notebooks are the main source of class material. The reading assignments provide necessary background information for the class notebooks and are availab

56、le through MyUW. Supplementary readings provide greater depth as needed.WeekTopicsNote-book ChapterReadingAssignment SupplementaryReadings1Introductions, overview syllabus, projects, overview of customer-focused new product development, basic concepts and principles1, 23Juran: Ch. 1Kahn: Chs. 1 - 2RamaswamyCh. 12Components of a customer-focused management system, daily management, strategic management, cross-functional management, new product and service develo