All entries for March 2008

March 31, 2008

The Paris rail crash

Today we watched the video about Paris rail crash in 1988. There are 56 people died and more than 50 people injured, it is very serious. But actually the error can avoided if the driver have robust decision and if the train design more consider the user, maybe this crash will not happened.

I find some error in this vodio 

Why all the safety procedures failed?
1. The emergency cord must be rest to return the brakes to normal before the train can depart. While doing so, driver inadvertently closes the air supply to the brake, rendering them useless and locked on.
2. Driver wrongly diagnoses an air lock and bleeds air from the lock to clear it.
3. Driver radios the station but forgets to identify himself or his train.
4. Driver hits the emergency alarm, it prompts signals to overrides the automatic routing system that would take the runaway train to an empty platform.
Disaster is now inevitable.

The investigation team found the main cause of the crash was Driver error.
However, they also highlighted several technical and safety shortcomings in the railway system:
1. The brake pipe lever was too easily accessible and vulnerable to sabotage
2. The radio system was over complex and the driver needs more training in its use
3. Signaler should be able to turn all signals to red without automatically overriding the pre-programmed routes


March 17, 2008

Peking Opera Mask

beijing opera


March 16, 2008

The End of Process improve using Six Sigma

Process improve using Six Sigma is finished by today. Through the experiment in the module which are the DFSS and Toguchi, I was understand the thoery of six sigma a bit as a tool to continous improving the process. But for the six week self- studying by doing the PMA, I know more clear and understand more what is six sigma. Six Sigma is a goal, a vision...


Worldsourcing replaces outsourcing

Recent consumer safety scandals have brought home the inadvisability of manufacturing products or running any aspect of a business at the lowest possible cost.

Global companies must assume responsibility, and there is a powerful new force that imposes a more potent and far-reaching natural assurance of product quality from global companies - namely "worldsourcing".

By looking out for the best value all around the world, modern companies are building the strongest safeguards of quality - their brands. Worldsourcing is based on the fact that for a company, its brand is the most valuable asset, more important than nationality or location. By reaching out to the entire world in search for the best ideas and talent, a company not only refines its brand and nurtures its essence, but also exposes it to a multitude of probing eyes. Globally, it is evaluated not by nationality, but by the quality of its goods, services, governance, transparency, environmental practices, degree of corporate social responsibility. And the level of value it delivers to customers worldwide.

Worldsourcing ensures protection of consumers and manufactures everywhere

Necessity to worldsource

It is crucial to understand the difference between worldsourcing and outsourcing.

Outsourcing is about lowering costs by shifting non-essential operations to a contractor in order to cut costs.

Worldsourcing is about increasing value and quality, not just lowering costs.

All parts of a global enterprise are worldsourced to where the best resources, talent, ideas and efficiencies exist.

Senior executives can be based in London, marketing can operate from Mumbai and research and development (R) might be headed in Silicon Valley.

In a world united by internet and globalised language and culture, it becomes not a choice but a necessity to worldsource.

This is a interesting topic.So outsource is focus on the local, low costs by shifting non-essential operation to a contractor inorder to cut costs. But worldsourcing is about increasing value and quality not just lowering costs.It is a new topic in nowadays, but how to transform the organization to worldsourcing type, is it suitable for all kinds of organization?


March 15, 2008

Six sigma implementation strategies

According to Sanders and Hild (2000) there are three general strategies of six sigma deployment:

(1) Six Sigma organisation;

(2) Six Sigma engineering organisation; and

(3) strategically selected projects and individuals.

The first strategy, ``Six Sigma organization'' uses a methodology of training all individuals, in all areas, in the fundamental concepts and tools involved in the application of Six Sigma. Using this method, a high level of awareness can be created throughout an organisation, and a common language and problem-solving approach adopted. The ``Six Sigma engineering organization'' strategy in contrast, however, focuses on training and development within the design and manufacturing engineering departments of the firm. In this case, resources are more focussed and there is an emphasis on project applications. The third category, ``Strategic selection'' as it implies, refers to the development of strategically-selected employees. ``These individuals are assigned complex projects identified by needs and objectives critical to the site or organization'' (Sanders and Hild, 2000). Here there is a great amount of flexibility in training in comparison to the previous two approaches. Training is provided as required by the very strong project focus.


Knowledge share

share knowledge

This is a interesting pictur for the organization culture or the share knowledge.  

When you plan to use sharing knowledge as a way to change the organization, our research suggests that the best strategy, ironically, is to first match the values and style of your organization. Don’t start out a new campaign and new structures for sharing knowledge. Find the knowledge sharing networks that already exist and build on the energy they already have


March 14, 2008

The BBC environment—Corporate responsibility and Partnership

Just find some interesting things about the environment. 

en

We make thousands of radio and television programmes every year. We recognise that this does have an impact on the environment, but the impact of what we do - our environmental footprint - is actually not as great as that of organisations of a similar size in other industries. That's because most of the resources we use are creative.

We have an existing environmental policy which commits us to reducing waste and energy use. However, we have decided to develop a medium-term strategy, with clearly defined objectives, to ensure that the BBC is run in an environmentally friendly and sustainable manner.

The BBC environment policy 

The BBC exists to enrich people's lives with great programmes and services that inform, educate and entertain. Our vision is to be the most creative and trusted organisation in the world. Environmental management is integral to this vision and our performance.

The BBC recognises that our environmental footprint arises from our business operations including our buildings and infrastructure, programme making and commercial activities. Our environmental impacts include air emissions, waste generation, land use, energy use, and water use, along with those associated with the procurement of goods and services.

The BBC's overall objective is to carry out our business operations in a way which manages, minimises and continually reduces our adverse environmental impacts and demonstrates pollution prevention. Our ambition is to become a sector leader in environmental management.

We will achieve this by:

  • compliance, as a minimum, with all applicable legislation, BBC requirements and any other adopted requirements which relate to our significant environmental impacts
  • implementation and continued improvement of an occupational risk management system that meets the requirements of the International Standards Organisation, ISO 14001:2004
  • continual and effective improvement of environmental performance through the setting and review of environmental objectives and targets which relate to our significant environmental impacts
  • effective monitoring, measuring and reporting in relation to our significant environmental impacts
  • reviewing the management system and policy to ensure their suitability, adequacy and effectiveness
  • provision of suitable and sufficient environmental information, instruction and training to enable all staff to carry out their jobs competently
  • selection and monitoring of competent third parties to ensure appropriate standards of environmental management are achieved
  • effective communication and cooperation with third parties so that they are aware of our environmental management expectations

Environmental management is everyone's responsibility, and a prime responsibility of all levels of management, and I expect everyone to contribute to achieving our overall objective.

We will provide adequate and appropriate resources to implement this policy and will ensure it is properly communicated and understood.

The Executive and I aim to encourage initiative and the adoption of best practice in a culture where employees and managers are aware of their individual responsibilities for the environment and where they are actively engaged and committed to improving standards of environmental management.

Mark Thompson
Director-General
Authorised February 2007


Process improvement

Six sigma is a process improvement methodology that aims to increase business performance through a solid and accurate business focus. It is a systematic approach to achieving continuous process improvements. The six-sigma approach incorporates five stages of implementation in process improvement, which are called the DMAIC-cycle of define-measure-analyzeimprove-control. These steps guide the improvement process and help detect root causes of the failures in a single improvement project. The key steps in six sigma are:

1. Defining product characteristics that affect customer satisfaction.

2. Using a failure mode and effect analysis to identify and control parameters to meet

customer specifications.

3. Employing a reproducibility and repeatability study to measure the control parameters.

4. Estimating the process capability of the prototypes and thereby being able to correct

individual defects immediately.

5. Developing the quality control plan and training material.


A bit feeling of the module of Knowledge–based Asset Management

Today we finished the KBAM module. It is a interesting module which all the study process is by ourselves. We need look up material by ourselves. We can focus on which aspect what we like, we can chose anytime to study what we like. All of those are depend on ourselves. Also it is our last two week  module of EEE. A bit sad. Time goes quickly, half a year is gone now.

In this module, maybe from the first day up to now, I know the self- study and how to implement it more and more clear and understand its signification. I think it is big change for the half of year for me. A quilt different studying way, different majoring, different environment. Everything is fresh for me. I was not done well in this period. I am good at adjust self in the changed environment. It is not only the context of studying for me is a big challenge, the mind change also is a big problem. I clear know this point at the beginning but I can not control meself very well. I need time. Now I can not say I adjust to suitable the circumstance very well, but I can say it is better and better than beginning.

Another thing is the time manager. It is difficult to do the PMA, in module assignment and project at the same time. But as the Paul said, this is also a way to teach how to manage the time andto do many things well in short time.  This is really a big problem and I need think and really to find a effecient way to manager the time well.


March 13, 2008

Six sigma

Profits= Customer + Process + Employee


March 2008

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