「華人戴明學院」是戴明哲學的學習共同體 ,致力於淵博型智識系統的研究、推廣和運用。 The purpose of this blog is to advance the ideas and ideals of W. Edwards Deming.

2011年11月24日 星期四

hbr: Five Charts that Changed Business: hc 的評論

下回我選我的

hbr: Five Charts that Changed Business: hc 的評論

Five Charts that Changed Business

The Experience Curve
Created by the Boston Consulting Group in 1966, this diagram may look simple, but it captured the notion that companies develop competitive advantage through economies of scale: Over time, they learn to lower costs, gain efficiencies, and improve products by redesigning and utilizing better technology. Source: Walter Kiechel, The Lords of Strategy (Harvard Business Press, 2010)

我是這經驗曲線的專家 在1986年的生產管理與實務書中就有專章討論
我現在的看法是他只是單維的圖示 問題很多


Five Charts that Changed Business

The Growth Share Matrix
This grid, devised at Boston Consulting Group in 1968, crystallized the relationship between market growth and market share to help determine the overall prospects for various business units. It is used to teach managers to milk cash cows, divest dogs, invest in stars, and weigh the risks and rewards of question marks. Source: Walter Kiechel, The Lords of Strategy (Harvard Business Press, 2010)

這張其實是上張的推廣 我在類似前瞻策略思考法財務與成本分析 介紹過
我從來不認為商業決策這樣死板

Five Charts that Changed Business

The Five Forces
Prior to Michael Porter's breakthrough 1979 HBR article, "competition" referred to rivalry between companies. Few people considered whether or why some industries were inherently more or less profitable than others or how persistent their profits were over time. Porter's diagram changed that—and students, strategists, consultants, and entrepreneurs now assess a company's competitive position according to the strength of the five forces. Source: "How Competitive Forces Shape Strategy," HBR March–April 1979

這是產業策略大師的招牌
我約1984年寫信告訴他
他在多國的物流成本分析的方法PHILIPS公司早就用過

Five Charts that Changed Business

Disruptive Innovation
When Clayton M. Christensen and Joseph L. Bower introduced this idea, in a 1995 HBR article, their simple chart illustrated a key insight: Established players can be threatened by lower-quality offerings that fulfill the needs of "overserved" customers—and those offerings tend to improve over time. Source: "Disruptive Technologies: Catching The Wave," HBR January–February 1995

這又是另外一位大師的說法 它讓許多大公司的老闆心驚
譬如說 Intel 公司的Andy Grove找他
他接著寫幾本書探討創新與管理這現象
然而 可能有神拜拜比沒拜好



Five Charts that Changed Business

The Market Pyramid
Today managers take for granted that the biggest growth opportunities lie in emerging markets—and that viable businesses can be built to serve people near "the bottom of the pyramid." That can be traced to this chart, introduced by C.K. Prahalad and Kenneth Lieberthal in HBR in 1998. People living on $5,000 to $10,000 a year may not sound like lucrative consumers, but they constitute a demographic of immense purchasing power for companies selling food, housing, or energy. Source: "The End Of Corporate Imperialism," HBR July–August 1998

這張圖選得不好 這觀念在20世紀中就有啦

2011年11月21日 星期一

Divided responsibility

今天某人引Dr. Deming 的話值得參考

Dear Editor:

“Divided responsibility is no responsibility,” as W. Edwards Deming’s book “The New Economics” (pp. 140-142) illustrates. Per Deming’s “Out of the Crisis” (p. 30), two inspectors often are less reliable than 1 inspector “for the simple reason that each inspector depends on the other to do the job.

Divided responsibility means that no one is responsible.”

2011年11月8日 星期二

Practical Guide to Quality 難得的實用文集

Practical Guide to Quality,這是一本難得的實用文集

conjoint analysis此一統計手法的實例應用 可參考Brian Joiner 博士以前的Joiner 顧問公司出版的 Practical Guide to Quality,

1 Quality in the Community: One city's Experience by George E.P. Box, laurel W. Joiner, Sue Rohan and F. Joseph Sensenbrenner, pp. 1-14

2 Design of Experiments: Shifting Quality Improvement into High Gear by Lyndon Finn, Tim Kramer and Sue Reynard, pp.15-28

3 The Key Role of Statistician in theTtransformation of North American Industry by Brian Joiner, pp29-36

4 Variation, management and W. Edwards Deming, by Brian Joiner and Marie Gaudard, pp.37-52


5 Total quality leadership vs. Management by Results, by Brian L. Joiner and Peter R. Scholtes, pp.53-62

6 Design, Marketing and Quality Management: Parts of a Whole by William H. Lawton, pp.63-75


7 Thanking about Safety, by Kevin Little, pp.77-86

8 Back from the Brink: How Quality Improvement Can avert a Crisis, by Susan E. Reyard, pp.87-92

9 Total Quality or Performance Appraisal: Choose One, by Peter R. Scholtes, pp.93-104

10 A Practical approach to quality, by peter R. Scholtes and Heero Hacquebord, pp105-126

11 Quality Improvement in the Office, by Peter r. scholtes, Lonnie S. Weiss and sue Reynard, pp.127-148

12 Creating Robust Work processes by Ronald Snee, pp.149-158

13 What's Missing in Statistical education? by Ronald d. Snee, pp.159-166

14 Reading in quality: a Selected Bibliography, pp.167-172

conjoint analysis

此一統計手法的實例應用 可參考Brian Joiner 博士以前的Joiner 顧問公司出版的 Practical Guide to Quality, pp.63-75
Design, Marketing and Quality Management: Parts of a Whole by William H. Lawton,

A New Way to Gain Customer Insights

How conjoint analysis, a tried-and-true market research tool, can be used to support organic growth.

When Dow Jones decided to revamp the Wall Street Journal in the mid-2000s, the newspaper had just endured five years of flat circulation and advertising revenue, and the whole industry was ailing. Although the Journal didn’t want to alienate its core readership, it wanted to attract new readers — in particular a younger demographic that advertisers would value. Dow Jones knew it had to make changes to its then 125-year-old newspaper. But the company’s bigger purpose was to understand the needs of an emerging segment of business news consumers that the Journal was not successfully reaching.

To help develop its strategy, Dow Jones employed a variant of conjoint analysis, a technique that has been widely used in market research for 30 years. In a traditional conjoint analysis, survey respondents are asked which products or product attributes they value as a trade-off between two or more options, repeated in enough combinations to yield a reliable ranking of each attribute’s importance. Dow Jones used this type of analysis in a new way, to identify prospective readers and reveal their preferences. After its redesign to attract this new customer segment, the Journal (now part of the News Corporation) saw a 35 percent improvement in its efforts to add new subscribers through direct marketing, reversed a three-year slump in ad sales, and experienced an annual revenue improvement of US$25 million from new programs and pricing initiatives.

In fact, for companies in industries as varied as luxury goods and retail banking, conjoint analysis is emerging as a strategic tool, providing actionable intelligence businesses can use to go beyond product optimization to support organic growth. The methodology needed to use conjoint analysis in this new way is very similar to the methodology that traditional practitioners of this type of analysis have used, but has a key variation: The marketing team uses the results to organize customer groups (and prospects) with similar preferences, providing a more detailed view of the categories they fall into, the needs they have, and the likelihood that they might become bigger (or smaller) sources of revenue.

In other words, conjoint analysis has become a new source of insight into customer segments. Of course, it would be hard to find a company that hasn’t done some kind of customer segmentation, and using conjoint analysis is certainly not the only way to achieve it. Companies usually have a sense of who their real and prospective customers are, and have an idea of what each segment considers important. But by segmenting customers with the help of conjoint analysis, companies can develop a more layered form of intelligence, with implications for which segments to prioritize, which value propositions to offer them, and how to market to them.

Looking for Luxury Shoppers

In recent years, a manufacturer of luxury gifts had become dissatisfied with the pace of growth in one of its largest geographic markets. Was the company targeting the wrong customers? Using the wrong materials? Supporting a brand with an undifferentiated value proposition? Advertising ineffectively? The company thought that if it could answer these questions, it would gain some of the insights needed to transform its organic growth strategy.

Using traditional conjoint analysis techniques, the manufacturer surveyed 2,000 luxury gift–buying consumers to find out the extent to which they were price- and brand-conscious; valued materials such as fine leather, fabrics, and metals; and wanted their gifts to elicit oohs and aahs from friends and family. The manufacturer then combined the data from the conjoint analysis with the results from other survey questions to define five customer segments and decided it had headroom — an opportunity to pick up significant market share — in several of those segments, including a group it called “classic shoppers.”

Thanks to the conjoint analysis survey, the manufacturer knew that in the “classic shopper” segment, customers ascribed great importance to prestige, cared a lot about high-quality materials, and preferred designs that made bold statements. The least important attribute to this customer segment was price — these customers didn’t mind paying a premium to get what they wanted.

The company might have already had an intuitive sense of these findings. However, the intelligence from the conjoint analysis was definitive. The results of the analysis have played a role in changing the company’s product line, changing what happens within the company’s distribution channels, and changing how and where the company spends its marketing dollars.

Protecting Profits at a Bank

In another recent example, a European bank was picking up signals that regulators were going to force it to become more transparent about the costs of loan protection, a product the bank made available to consumers who held unsecured loans. The bank didn’t make money selling unsecured loans, but it made a considerable profit selling insurance that guaranteed payment if a borrower lost his or her job or otherwise suffered an interruption of income. What would happen to the business model if regulators insisted on changes? Would there be a way to keep making money in the business of unsecured loans and loan protection?

The bank used a conjoint analysis survey of 1,600 people who had unsecured loans to estimate price elasticity for the loans themselves and for loan protection insurance. This was a way of anticipating the options it would have in the event that the regulatory environment changed, and banks were forced to raise (or lower) prices on either loan or loan-protection products.

The conjoint analysis answered the price elasticity question in the aggregate. After the bank clustered the panelists into five segments, it was also able to answer this question in a more granular way. For instance, customers in a segment the bank called “bargain hunters” were very sensitive to pricing — this group would not pay more to take out a loan or to insure it. By contrast, customers in a segment the bank designated as “personal bankers” (those who liked the high-touch approach, were willing to hear advice, and were open to special offers) were not particularly price sensitive. There would be ways, even in the event of a regulatory change, of selling this segment higher-priced unsecured loans and loan protection and profiting from it.

Indeed, one of the intriguing things about this bank’s use of conjoint analysis was the broad utility of the results. Although the analysis started off as a way to test price elasticity and prepare for external changes, the information the conjoint analysis generated — not only about how customers would respond in the event of a price increase, but also about more basic findings such as how people make borrowing decisions and how they think about financial providers — allowed the bank to identify tailored product strategies that would appeal to all its customer segments. The company decided its existing product would work for some of those segments, but that it should probably develop a no-frills product for the “bargain hunters” among its customers and a premium product for its “personal bankers.”

Segmenting for Growth

In an era of cautious consumer spending, many companies are looking for new ways to identify growth opportunities through improved customer insight. Conjoint analysis is at the forefront of this effort. The analytic rigor it brings is helping creative companies move forward with promising initiatives that they may have thought sounded good but couldn’t agree to implement without the data to back them up. Other companies find that it is generating avenues for organic growth they might not have come up with on their own.

In this way, conjoint analysis, which has historically informed relatively narrow product decisions (enhance this feature, remove that one) is turning out to have bigger strategic implications. It is a powerful tool that can fundamentally change companies’ perceptions about where opportunity lies and how to pursue it.

Author Profile:

  • David Meer is a senior executive advisor with Booz & Company based in New York. He specializes in customer insight and demand analytics, with a particular focus on helping companies use statistical approaches to identify organic growth opportunities.

2011年11月6日 星期日

Donald J. Wheeler

Donald J. Wheeler 在80年代創 SPC Press 著作22本 真不可思議


Donald J. Wheeler is an American author, statistician and expert in quality control.[1][2]

Wheeler graduated from the University of Texas in 1966 and holds M.S. and Ph.D. degrees in statistics from Southern Methodist University. From 1970 to 1982 he taught in the Statistics Department at the University of Tennessee where he was an Associate Professor. Since 1982 he has worked as a consultant. He is the author of 22 textbooks. His books have been translated into five languages and are in use in over 40 countries. He has been invited to contribute to two state-of-the-art anthologies, and has had articles published in 16 refereed journals. He is a Fellow of both the American Statistical Association and American Society for Quality. Recently he was awarded the 2010 Deming Medal by the American Society for Quality.

Dr. Wheeler has been a monthly columnist for both Quality Digest and Quality magazine. He has conducted over 1000 seminars for over 250 companies and organizations in 17 countries on five continents, and has had students come from 30 countries to attend his seminars in the United States.

[edit] References

  1. ^ The New Encyclopaedia Britannica. Encyclopaedia Britannica. 2005. p. 226. ISBN 9781593392369. Retrieved 20 June 2011.
  2. ^ A Conversation with Donald J. Wheeler, by William H. Woodall, Quality Engineering, Vol. 21 pages 357-365, 2009.


Deming Medalists

2010 Donald J. Wheeler
2009 Paul Batalden
2007 H. Thomas Johnson
2006 Peter R. Scholtes
2004 Shoichiro Toyoda
2003 Lloyd P. Provost
2002 Ronald D. Moen
2001 Henry R. Neave
2000 Thomas W. Nolan
1999 Donald E. Petersen
1998 Thomas J. Boardman Ph.D.
1997 Edward M. Baker
1996 Dr. Gipsie B. Ranney
Metropolitan Section
1995 William J. Latzko
1994 Joyce Nilsson Orsini
1993 Gerald J. Hahn
1992 William W. Scherkenbach
1991 Cuthbert Daniel
1990 George A. Barnard
1989 William A.J. Golomski
1988 George E. Box
1987 David R. Cox
1986 Brian L. Joiner
1985 J. Stuart Hunter
1984 Lloyd S. Nelson
1983 Paul C. Clifford
1982 John W. Tukey
1981 Hugo S. Hamacher
1980 John C. Mandell
1979 W. Edwards Deming

"美國各城市謀殺率 "的10年間畫法

對於"美國各城市謀殺率 "的10年間 前後兩點一直線的畫法 和圖之數據 我有些不敢茍同

Easily ahead

Nov 4th 2011, 15:04 by The Economist

Murder has become less common overall in America, but in some cities the crime has risen

IN SEPTEMBER one of New Orleans’s most dangerous men was convicted of second-degree murder and jailed for life. Yet there are signs that Telly Hankton’s reign of terror continues from behind bars. America has one of the highest homicide rates in the developed world, at 4.8 per 100,000 people. While this is less than half what it was in 1980, the rates in the country’s most murderous cities are nearly ten times that. Washington, DC, Detroit and Baltimore have made noticeable improvements over the past decade. But Newark, St Louis and New Orleans, long the nation’s murder capital, have become even deadlier.

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