試用戴明修煉 II 中的"顧客之聲"和 "損失函數"設計法.....

---問題
"新加坡：空調溫度過低 半數人感覺差 國際日報 - ‎20小時之前‎ 新華社新加坡３月３日電（記者陳濟朋報道員吳瀟瀟）世界自然基金會２日公佈的一項調查結果顯示，新加坡空調溫度調得太低，致使約半數人感覺不舒服。同時，空調使用過度容易導致感冒、咳嗽和皮膚乾燥等健康問題。 這項調查的對象約有４５０人，是為２０１１年“地球一小時” ..."


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試用戴明修煉 II 中的"顧客之聲"和 "損失函數"設計法.....

連續第六個月/年下跌:學校/班級等等無所謂"最佳規模"

致.....

在正規的統計品管下 通常"衡量系列"之目的是要"降低變異"
先知道系統處在特殊因或共同因狀態下
再分別採取對應的策略 方法以"問題系統層別解析"和"實驗法" 為主

我不知道貴校過去10年的許多政策/作為....也很難/敢於給任何"診斷"或建議
我想學校/班級等等無所謂"最佳規模"---台灣新一代人口遞減是共同的因素 可有的學校會讓衝擊減低許多 如我們的"佳美幼稚園"
我們必須考慮辦學的目的和品質

這些 謹供參考

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日本國內汽車銷量連續第六個月下跌

由於日本政府對民眾以「以舊換新」的方式購車實施的消費補貼計劃到期終止導致市場對於汽車產品的需求有所減弱，今年2月份日本國內汽車銷量遭遇連續第六個月下跌。

根據行業統計數據顯示，日本汽車全行業（包括660cc微型汽車）在2月份的銷量達到401292輛，跌幅約為12.4%。日本多家車企報告稱各家銷量在 當月都出現了7.8%到21.3%的跌幅，而日本最大的汽車製造企業豐田汽車公司表示公司當月的銷售業績出現空前的下滑。此外，本田汽車公司當月銷量下降 16.1%，日產汽車公司同期銷量跌幅也達到了7.8%。

日本汽車交易商協會(Japan Automobile Dealers Association.)總經理Michiro Saito在接受記者采訪時表示：「現在斷言日本車市已經走上復蘇的正軌或是跌至谷底還為時尚早。目前我們還需觀望3月份市場的銷售情況，而在那之後我們 將對相關數據進行調整。」

一篇醫療業的"應用": Henry Ford applies lean principles to lab work

一篇醫療業的"應用"

Last Updated: March 01. 2011 9:27AM

Henry Ford looks to auto industry for lab efficiency:Henry Ford applies lean principles to lab work

Christine Tierney and Melissa Burden / The Detroit News

With hundreds of technicians handling daily more than 31,000 tests of blood and tissue samples in glass tubes, slides and plastic cups, the laboratories of the Henry Ford Health System aren't that different from the car factories conceived by automotive pioneer Henry Ford.

Like auto assembly plants, labs process vast amounts of inputs and materials under intense pressure to keep down costs, minimize delays and limit errors.

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In hospital labs, the stakes are even higher. "A single failure can have catastrophic results for a patient," said Richard Zarbo, chairman of pathology and laboratory medicine at the Henry Ford Health System, which includes five hospitals in Metro Detroit.

Over the past six years, Zarbo has adopted some of the best practices from manufacturing industries — particularly from the auto industry — to achieve remarkable gains in efficiency and turnaround times that have drawn national attention. For patients, the improvements mean faster diagnoses and treatment.

While the U.S. health care debate focused a spotlight on the country's soaring medical costs, America's hospitals also are struggling to reduce tens of thousands of patient deaths annually caused by hospital errors.

Zarbo, who joined Henry Ford Health System in 1987 as a surgical pathologist, was exposed early in his career to the ideas of W. Edwards Deming, a quality consultant whose principles had been adopted by Toyota Motor Corp. as it developed the Toyota Production System, also called Toyota Way.

Having risen to head of pathology, Zarbo sensed the inefficiency as he walked through labs and saw "carts and containers piled everywhere with blood and tissue samples to be tested," he wrote in a first-person account in a book coming out in April.

"Every one of the samples in these large coolers came from a patient who was waiting to know his fate and a doctor who was waiting to decide how to treat the patient."

Ralph G. Benitez, a lab supervisor, recalled workers sitting around waiting for large batches of specimens to arrive and be processed. "We no longer see that and that's a great thing," he said. They now come more frequently in small batches.

Deming's philosophy and the Toyota Way both emphasize and rely on employee input to streamline processes so that inefficiencies or problems can be fixed immediately. Henry Ford himself also had astute observations on quality and efficiency.

"You put all those together and we are able to put together something that works in health care, and we call it the Henry Ford Production System," Zarbo said in an interview.

The changes and improvements are often simple — color-coding tissue samples to indicate the priority level, or hanging a white board on a wall where technicians or workers can jot down types of errors and likely causes — without assigning blame.

Dramatic improvements

The improvements have been dramatic at Zarbo's labs — a $565 million operation within the Henry Ford Health System that employs 785 people handling 11.5 million tests a year for 30 clinics.

Between July 2006 and August 2007, the number of misidentified samples — tissues labeled with the wrong patient's name, for instance — declined 62 percent. The hospital said lab errors that harm patients are extremely rare.

"It's a lot more organized," said Jennifer Negron, 27, of Southgate, a lab assistant who registers specimens.

Test results are processed faster, and wasteful procedures have been eliminated. From the first step, taking a sample from a patient, until the doctor receives a diagnosis, the process has been cut to 24 steps from 35.

"The numbers they've been able to achieve are world-class," said Jeffrey Liker, a professor at the University of Michigan and an expert on Toyota.

"They've gotten to such a low level of errors, and the turnaround time — from the time the test is taken to when the results are sent back to the doctor — is almost always within the same day."

The improvements don't reflect one particular change, Liker said. "It's hundreds, maybe thousands of things they've done over five years, and everyone's involved."

In his book coming out in April, "The Toyota Way to Continuous Improvement," Liker has a chapter on Zarbo's work at the Henry Ford Health System.

Now, John Popovich, CEO of Henry Ford Hospital, is seeking ways to drive out waste throughout the hospital system.

Last fall, he and Zarbo attended a two-day workshop in Grand Rapids sponsored by the Toyota Production System Support Center Inc., an Erlanger, Ky.-based company within Toyota.

Initially established to assist suppliers, it now helps other businesses and institutions to apply Toyota Way methods. In addition to hospitals, customers include other manufacturers, food services companies and schools.

'Look for the flow'

St. Joseph's Healthcare Hamilton hospital in Ontario became a client after Ray Tanguay, one of Toyota's highest-ranking North American executives, took his wife to its emergency room on Christmas Eve 2008.

During a two-hour wait, Tanguay watched as doctors selected batches of folders, and the patients corresponding to those folders were put in rooms where they waited to be treated.

"Whenever I go to a place, I always look for the flow. That's what the Toyota production system teaches," Tanguay said. "The flow wasn't that great."

He called the hospital's chief executive, Kevin Smith, and offered to put him in touch with the Toyota Production System Support Center. Smith took his offer.

Three employees from Toyota's auto plant in nearby Cambridge and a Toyota production center specialist spent months working with doctors, nurses and other staff at the hospital.

They knew there was a problem. The province of Ontario was pressing hospitals to speed up treatment and get patients in and out of emergency rooms within four hours. The average wait at St. Joe's was considerably longer. Administrators were mulling installing a new computer system or adding waiting rooms.

In the end, the emergency room set up a control board that would hold the patients' folders, slotted at the time they arrived. Made in a garage using two pieces of plywood, the board helped change how the flow was managed and the work was allocated.

The turnaround time for emergency room patients — from arrival to discharge for those not being admitted to the hospital — was cut in a year to 3.8 hours. It had ranged from six to seven hours for the majority of cases.

Not all aspects lend themselves to the Toyota Production System, Smith said. "What can't be lost as we improve efficiency is that the patients feel they're getting the time they need."

Still, he said, in laboratory, diagnostic and other "high-volume, high-throughput operations," the Toyota Production System can be very beneficial

Detroit News Staff Writer Christina Rogers contributed.

From The Detroit News: http://detnews.com/article/20110301/BIZ/103010378/Henry-Ford-looks-to-auto-industry-for-lab-efficiency#ixzz1FPt2W7X2