Case 1/6 QFD 仙鹤铅笔质量屋Case 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X）；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X）；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。
Case 2/6 BSB, INC.: The Pizza Wars e to CampusRenee Kershaw, manager of food services 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 service, the time had e 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 house, among other facilities, a new food court. In a departure from past university policy, this new facility would permit and acmodate food-service operations from three private organizations: Dunkin’Donuts, Taco Bell, and Pizza Hut. Until now, all food service on campus had been contracted out to BSB, Inc.CAMPUS FOOD SERVICEBSB, Inc., is a large, nationally operated food-services pany serving client organizations. The level of service provided varies, depending on the type of market being served and the particular contract specifications. The pany 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 servicesfor 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. Because 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 itself is a “walking”campus, with dormitories, classrooms, and supporting amenities such as a bookstore, sundry shop, barber shop, branch bank, and food-service facilities—all within close 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-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 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 until 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 years—ever since the university decided that its mission and core petencies should focus on education, not on food service. 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.An 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 food delivered from off campus 36Percent of food consumed off campus 44The reasons most monly given by students were (1) lack of variety in food offerings and (2) tight, erratic schedules that didn’t always fit with cafeteria serving 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 84Percent of students having refrigerators or microwaves in their rooms 62 Percent 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 campus. Now students would have not only greater variety but also the convenience of having food delivered quickly to their rooms. To acmodate 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 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 binations of topping available. That way a limited number of “standard pizzas”could be preassembled and ready to cook as soon as 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 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 acmodate the pizza oven, preparation, and staging areas. As the demand for pizzas grew, so did the need for space andequipment. 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-campus 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, the grill’s supervisor, had told Kershaw that over the past couple of months requests for pizza toppings and binations 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 NEW CHALLENGEAs she sat in her office, Kershaw thought about yesterday’s announcement concerning the new food court. It would increase petition 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 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?Should she expand her pizza operations? If so, how?Questions1. How would you describe the mission of BSB, Inc., on this campus? Does BSB, Inc., enjoy any petitive advantages or core petencies?2. Initially, how did Renee Kershaw choose to use her pizza operations to pete with off-campus eateries? What were her petitive priorities?3. What impact will the new food court have on Kershaw’s pizza operations? What petitive priorities might she choose to focus on now?4. If she were to change the petitive priorities for the pizza operation, how might that affect her operating processes and capacity decisions?5. What would be a good flow strategy for Kershaw’s operations on campus to meet the food court petition?—Source: This case was prepared by Dr. Brooke Saladin, WakeForestUniversity, as a basis for classroom discussion.Case 3/6CRANSTON NISSAN (selective)Steve Jackson, General 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 experiencedrecently regarding the repair of my 300ZX in your body shop 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:Roof—along the top of the windshield areaLeft rocker panel—under driver’s doorLeft quarter panel—near end of bumperRear body panel—under license plateI was told it would take three or four days.SEPTEMBER1I 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 ready. 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 driver’s door would not turn off when the door was closed. I asked for help, and Jim Boyd, body 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 themechanic look at it. I agreed and began to drive off. However, the voice warning, “Left door is open,”repeatedly sounded. Without leaving the premises I returned to Mr. Boyd, advising him to retain the car until it was fixed—there 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 shop on August 28 in perfect mechanical working condition—the repair work was for body rust. This point will bee 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 holiday, 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 ready by the next day. At this point it was being 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 would 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 T ed Simon, service department manager, was summoned, and he assured me that if the 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 the 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. Simon 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 Monday to repair thespeedometer. 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 would 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 driver’s door was hanging 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 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 system 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 Friday—the molding and the speedometer. In addition, Imentioned 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 places—the hatchback lock and “some wires in the driver’s 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 mechanic 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 later 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 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 list thatincluded 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 next day.My car was bought around to me by the same person who brought it to me September 8. As I got into the driver’s seat, I noticed there was no rearview mirror —it was lying in the passenger’s seat, broken off from its mounting. I was too shocked to even get mad. I got out of the car and asked how something 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 sure 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 are the probable causes of so many mishaps?3.Prepare a cause-and-effect chart for “failure to remedy repair problem tocustomer satisfaction.”4.What specific actions should Jackson take immediately? What should some ofhis longer-term goals be?Case 4/6 Wuhan Iron & Steel Group Co., DHCR本案例是由科技大学管理学院马风才，在某钢铁公司提供企业素材并且现场调查访问的基础上编写的。
