Quality Function Deployment (QFD)

品質機能展開（Quality Function Deployment, QFD）是由日本品管大師赤尾洋二（Yoji Akao）與水野滋（Shigeru Mizuno）所提出之重要品管理論[1]。根據文獻[2]的整理，相關重要時間點如下：

• 赤 尾洋二與水野滋於1972 年，將其累積之品管經驗於日本Standardization and Quality Control 期刊”Development of New Products and Quality Assurance—A System for Quality Deployment”一文，正式出現「品質展開」一詞。
• 1978 年，赤尾洋二與水野滋共同編著了QFD 的日文書，Quality Function Deployment: A Company-wide Quality Approach。
• Glenn Mazur於1994年將該書翻譯成英文書 QFD: The Customer-Driven Approach to Quality Planning and Deployment，成為QFD聖經。

品 質機能展開（QFD）包括”品質”（Quality）、”機能”（Function）與”展開”（Deployment）三部分。”品質”即是品質屋 （House of Quality, HOQ）所要達到之品質要求；機能又稱為功能，即是傾聽客戶聲音（Voice of Customers, VOC）後所彙整之功能需求，亦可稱謂客戶需求（Customer Requirement）；”展開”即是要達成產品品質所進行之一連串流程整合，包括概念提出、設計、製造與服務流程等。換言之，品質機能展開即是在了解 客戶需求後，展開一系列流程改造與整合工作，以達成客戶所需產品功能之完整品質管理工作。

品質機能展開的重點有二，其一為品質屋建立，其二為針對品質追求流程進行展開。品質屋組成分為六大部分，如圖一所示，分別為1.客戶需求、2.需求評估、3.技術需求、4.關係矩陣、5. 技術需求關連矩陣與6.技術目標，分述如下：

1. 客戶需求（Whats）：傾聽顧客聲音建立客戶需求內容，或稱為廣義的問題解決標的。
2. 需求評估（Whys）：顧客需求中哪些是重要與真實聲音，可藉由不同調查與多面向評估準則其需求內容。
3. 技術需求（Hows）：技術需求，亦即根據客戶需求所提出的技術供給議題。或稱為廣義的解決方案。
4. 關係矩陣（Whats vs. Hows）：建立客戶需求與技術需求關係。
5. 技術需求關連矩陣（Hows vs. Hows）：技術需求與技術需求關係，以建立技術取捨關係。
6. 技術目標（How Muches）：技術需求目標與重要性排序。

關於品質屋建立與進一步操作方式說明，可參考文獻[3]之Flash教學。

http://www.gsm.mq.edu.au/cmit/qfd-hoq-tutorial.swf

圖 二為以產品為主之品質追求步驟展開圖，由圖可以發現，流程展開步驟包括1.產品 --> 零件；2.零件 --> 整體流程；3. 流程 --> 生產規劃等三階段。需要說明，上述流程展開僅針對有形產品所進行之一範例展示，其餘不同標的品質控管與追求（例如服務業、教育與電子商務），均可依此模式 進一步延伸推論，而展開步驟與文【商品化、產業化與專利佈局思考（五）】所介紹之矩陣思考法，亦有相似概念。

最 後，品質機能展開從1970年代發展以來，已經普遍受到各界應用於產品與服務之品質管理。但是，如果從”廣義品質功能展開”（General Quality Function Deployment, GQFD）理論來看，此方法不僅可用於品質追求，先前所介紹之問題解決模式（Problem Solving Technique），包括【麥肯錫的MECE與代數正交基底】、【麥肯錫問題解決模型的啟示】、【金字塔原理與倒金字塔模型分析架構介紹】、【魚骨圖、因果圖與問題解決思考流程】等也均可依品質機能展開概念進一步涵蓋進來。(1136字；圖2)

圖一、品質屋組成與示意圖

圖二、品質機能展開流程

Source: http://cdnet.stpi.org.tw/techroom/analysis/pat_A106.htm The House Of Quality The HOQ is the kernel of QFD. It is a matrix that consists of sub matrices that are related to one another. Each section in HOQ is called ‘room’. It is a structured and systematic representation of a product or process development. Figure 2. House Of Qualitiy. [Group 2, 2002] In the QFD class presentation [Group 2, 2002], the five sections of the House of Quality were identified and described in detail: 1. Customer requirements: As you can see from Figure 2, it is on the left side of the HOQ. This section documents the "voice of customer." It represents the "what's" of the system. Affinity diagrams and Tree diagrams are used to structure the requirements. 2. Planning Matrix: It is on the right side of the HOQ matrix. It represents the Customer Competitive Assessment. It Provides customers’ views on existing products. This matrix uses questionnaires to elicit information. 3. Technical requirements: This section lists how the company will meet the customer requirements. This is the "HOWS" of the system. It represents the engineering characteristics or voice of the company. This information is collected by QFD design team and structured using Affinity diagrams and Tree diagrams. This information includes: Top-level solution-independent metrics Product/service requirements Product/service features or capabilities 4. Relationship Matrix: It occupies the middle portion of the HOQ digram which is the largest portion. It uses the prioritization matrix. It shows how well customer requirements are addressed by product features. 5. Roof: This is the Correlation matrix. It shows how the HOWs conflict with one another This section focuses on design improvement. It focuses on negative relationships in the design. 6. Targets:This the final section of House of Quality matrix. It summarizes the conclusions of the planning matrix. It includes three parts: Technical priorities (relative importance of each technical requirement) Competitive benchmarks (relative position of the existing product) Targets (engineering target values to be met by the new product design) Source: http://pages.cpsc.ucalgary.ca/~jadalow/seng613/qfd_summary.html

Theory X and Theory Y

Human relation theorists emphasize the impact of individual characteristics like race, sex, class, cultural background on organizational and group behavior. Douglas McGregor's book on "The Human Side of Enterprise" distiguished between Theory X (classical systems theory) and Theory Y (human relations theory).
Under Theory X, managers assume workers dislike and avoid work if possible, so they must use coercision, threats, and various control schemes to get workers to make adequate efforts against objectives. They assume the average worker wants to be directed and prefers to avoid responsibility, has little ambition, and wants security above all (paraphrase from McGregor p. 33-34).

Theory Y, on the other hand, assumes that individuals do not inherantly dislike work, but see it as natural as play or rest. Furthermore, external control and threat isn't the only way to encourage productivity, and the most significant rewards are the "satisfaction of ego" and "self-actualization needs".

Resource:
http://faculty.babson.edu/krollag/org_site/encyclop/theory_xy.html

OB useful reference video

Yahoo

Fishbone analysis

Fishbone analysis or Cause-and-effect diagram

What is it?

The Fishbone diagram (sometimes called the Ishikawa diagram)is used to identify and list all the factors that are conditioning the problem at hand. This is primarily a group problem analysis technique, but can be used by individuals as well. The process is called Fishbone Analysis because of the way in which the information gathered is arranged visually – like the skeleton of a fish.

This technique helps teams to understand the scope and scale of a challenging situation. It captures and collates all the different perspectives in the room that relate to the issue at hand. Hence it is ideal when the change team comprises people from different backgrounds or professional disciplines. Everyone is then able to bring their perspective into focus and the team is better informed on what is involved.

Identify the key factors first

Write down the problem on the right-hand side of a brown paper. Draw a straight line to the left (like the backbone of a fish). Draw stems at a 45° angle to the backbone line. At the end of each of these stems, list 5 – 6 key factors/headings of the problem or issue that can be brainstormed.

Analyse each of the key factors (main bones) in turn

Each of the key factors can then be broken down into subsidiary factors that need to be understood before moving on to solutions in the development phase. The team should been couraged to brainstorm each main ‘bone of the fish’ in turn. Perhaps each member of the team can take responsibility for facilitating the brainstorming of one main bone. That way it becomes a team-building exercise also.

Source:

http://www.tda.gov.uk/upload/resources/pdf/f/fishbone_analysis_spring2007.pdf

Difference % cumulative cash flow curve and "S-curve"

Download from the link:

http://www.box.net/shared/nwq6qu6aoc

Asbestos risk

第7 條防止或減低暴露
25. 在建築及拆卸工程中，涉及石棉的工作通常是拆除以前安裝的含有石棉的物料。在這些工作中，應該採用以下方法，在合理的切實可行範圍內盡量減低工人暴露於石棉中的程度：
(a) 在任何其他工作進行之前，首先拆除含有石棉的物料；
(b) 採用盡量減少弄破、磨損、砂磨、研磨或切割含有石棉物料的工作方法；
(c) 適當地採用灑濕法抑制塵埃的產生；
(d) 在進行石棉工作時，避免在同一地方同時進行其他工作；
(e) 把涉及石棉的工作範圍和其他工作範圍分隔；及
(f) 即時清除邊料、廢物及碎屑，保持工作範圍清潔。

In building and dismantling project, it is quite likely to deal with the old contruction containing asbestos. All possible precautions should be made in order to reduce the asbestos exposure of workers:
(a) plan to remove materials containing asbestos before other jobs;
(b) apply procedure with minimal disturbance of asbestos materials;
(c) use shower to minimize generation of asbestos dust;
(d) avoid doing other works in the same place while removing asbestos;
(e) isolate asbestos working area from others;
(f) remove asbestos waste instantly, and keep working area clean.

Contingency plan

• Definition

A contingency plan is a method or guideline of reducing the impact of a negative occurence and returning to normality as far as possible. When considering the possible adverse events that could occur, it is often to design different independent contingency plans in response to different potential risks. It involves defining action steps to be taken if an identified risk event should occur.

• 6 Steps for formulating a contingency plan:

1. all obvious and major risks should be identified
2. all major assets are covered when adverse events occur
3. staff are aware of their responsibilities when adverse events occur
4. preventive training exercise are conducted
5. contact with emergency services has been made
6. contingencies for resuming normal have been put in place

• Fire evacuation plan

1. clearly annotate escape route
2. post layout plans showing direction of escape at each locations/zones
3. appoint evacuation wardens
4. routine check on emergency back-up system
5. fire drill timing

SMART objectives

Nothing happens until we plan and a good plans have goals and objectives. Setting goals and objectives correctly goes a long way in helping in the achievement of them. Before we dive into how we go about setting SMART objectives we need to be aware of the difference between goals and objectives. Goals relate to our aspirations, purpose and vision. For example, I have a goal of becoming financially independent, this is a goal. Objectives are the battle plan, the stepping stones on the path towards the achievement of my goal. Therefore, a goal may have one or many objective that I would need to fulfil to achieve my goal. For example, to become financially independent I would need to 1) get out of debt, 2) improve my saving and 3) start a business.

The most well known method for setting objectives is the S.M.A.R.T. way, the SMART approach is well understood amongst managers, but I’ve found poorly practiced. S.M.A.R.T refers to the acronym that describes the key characteristics of meaningful objectives, which are Specific (concrete, detailed, well defined), Measureable (numbers, quantity, comparison), Achievable (feasible, actionable), Realistic (considering resources) and Time-Bound (a defined time line). Lets look at these characteristics in more detail.

SMART objective then are the stepping stones to the achievement of our goals……

Specific
Specific means that the objective is concrete, detailed, focused and well defined. Specific means that it’s results and action-orientated. Objective must be straightforwards and emphasize action and the required outcome. Objectives need to be straightforward and to communicate what you would like to see happen. To help set specific objectives it helps to ask:

WHAT am I going to do? This are best written using strong, action verbs such as conduct, develop, build, plan, execute, etc. This helps your objective to be action-orientated and focuses on what’s most important.
WHY is this important for me to do?
WHO is going to do what? Who else need to be involved?
WHEN do I want this to be completed?
HOW am I going to do this?
Diagnostic Questions
What exactly are we going to do, with or for whom?
What strategies will be used?
Is the objective well understood?
Is the objective described with action verbs?
Is it clear who is involved?
Is it clear where this will happen?
Is it clear what needs to happen?
Is the outcome clear?
Will this objective lead to the desired results?

Achievable
Objectives need to be achievable, if the objective is too far in the future, you’ll find it difficult to keep motivated and to strive to attain it. Objectives, unlike your aspirations and visions, need to be achievable to keep you motivated. I do feel that objectives need to stretch you, but not so far that you become frustrated and lose motivation.
Diagnostic Questions
Can we get it done in the proposed timeframe?
Do I understand the limitations and constraints?
Can we do this with the resources we have?
Has anyone else done this successfully?
Is this possible?

Realistic
Objectives that are achievable, may not be realistic….. however, realistic does not mean easy. Realistic means that you have the resources to get it done. The achievement of an objective requires resources, such as, skills, money, equipment, etc. to the task required to achieve the objective. Whilst keeping objectives realistic, ensure that they stretch you. Most objectives are achievable but, may require a change in your priorities to make them happen.
Diagnostic Questions
Do you have the resources available to achieve this objective?
Do I need to revisit priorities in my life to make this happen?
Is it possible to achieve this objective?

Measurable
If the objective is measurable, it means that the measurement source is identified and we are able to track the actions as we progress towards the objective. Measurement is the standard used for comparison. For example, what financially independence means to me, may be totally different compared to what is means for you. As it’s so often said if you can’t measure it, you can’t manage it! It’s important to have measures that will encourage and motivate you on the way as you see the change occurring, this may require interim measures. Measurements go along way to help us to know when we have achieved our objective.
Diagnostic Questions
How will I know that the change has occurred?
Can these measurements be obtained?

Time-Bound
Time-bound means setting a deadlines for the achievement of the objective. Deadlines need to be both achievable and realistic. If you don’t set a time you will reduce the motivation and urgency required to execute the tasks. Timeframes create the necessary urgency and prompts action.
Diagnostic Questions
When will this objective be accomplished?
Is there a stated deadline?

Source: http://www.thepracticeofleadership.net/2006/03/11/setting-smart-objectives/

Nice and Cute Laptop

PM-Turnkey contract

已建成投付使用的合同交鑰匙合同，也稱一攬子合同 交鑰匙合同 買賣雙方簽訂的以成套工廠設備和技術轉讓為標的買賣協議。賣方承擔為買方建設某個工程(工廠、車間)項目的全部工作，包括工程項目的設計、施工、運行試驗等，最後把一所隨時可以使用的工程交給買方。交鑰匙合同是由設計合同、許可證合同、土木工程合同以及機械合同等構成的一個複雜的整體。在該合同以外，往往同時加訂技術援助合同、經營管理合同或推銷該廠產品的合同。交鑰匙合同其性質是成套工廠設備的買賣與技術轉讓結合在一起的合同。其標的物可分為兩類：一類是有形財產，包括廠房與機器設備; 另一類是無形財產，包括商標、專利與專有技術的使用權等。按照正統的交鑰匙合同，買方所購進的是整套工廠的生產設備。賣方一旦把工廠的建築物、機器設備以及書面技術資料移交給買方之後，合同即為履行。通過暫時驗收，證明已達到合同規定的指標後，該項目的所有權與風險即轉移給買方，價金亦於此時付清。在正統的交鑰匙合同中，賣方一般不保證買方的操作人員能否掌握使用該項目所必須的技術。因此，如果買方的技術水平低下，即使取得整套工廠設備，也不能達到預期目的，不能從中得到技術轉讓的好處。為了克服這種技術上的障礙，一些發展中國家試圖加重賣方提供技術的義務，這就產生了產品到手合同，即增加賣方保證買方能按合同規定的標準、效率與成本開動工廠設備、製造產品的責任。- MS Word translation