072_DOE Case Study

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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/072doe-case-study-1173 DESCRIPTION The helicopter Design of Experiments (DOE) is a classic training tool that teaches the fundamentals of DOE in a time efficient manner. It uses readily available supplies found in every organization and is transportable, meaning there is very little setup. The objectives of this module are to: perform a 2k Full Factorial DOE, interpret the results of the DOE and develop a prediction equation for timing a helicopter drop time. This material is suitable for independent study or formal classroom training and includes a list of tools and quiz questions.

Business

DOE Materials Required
Materials:
•Stop watch
•Paper clip
•4 helicopters
• Helicopter 1: Wing length: Long
Body width: Fat/Thin
Body height: Tall
• Helicopter 2: Wing length: Long
Body width: Fat/Thin
Body height: Short
• Helicopter 3: Wing length: Short
Body width: Fat/Thin
Body height: Tall
• Helicopter 4: Wing length: Short
Body width: Fat/Thin
Body height: Short
4
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DOE Procedure
Step 2: Continued . . .
•Helicopter 3:
Wing length: Short
Body width: Fat/Thin
Body height: Tall
•Helicopter 4:
Wing length: Short
Body width: Fat/Thin
Body height: Short
7
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DOE Procedure
Step 5: Drop the helicopter and record the time
•Execute the helicopter drops in the order
given in the “RunOrder” column
•Using the “RunOrder” column, determine the
helicopter number and configure as
appropriate
•From a height of about 8 feet (~2.5 Meters)
drop the helicopter and record the time to
touch the floor
•Repeat this 16 times, 1 for each run
•Record the times in the spreadsheet
10
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DOE Procedure
Step 6: Analyze with 3 Factor DOE.xls
13
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16
Exercise
None
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More Information: https://flevy.com/browse/flevypro/shareholder-value-traps-5239 Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization. Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth. This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions: Who creates the most value for the organization? Who among the stakeholders typically secure the best deals from the organization? Who is the victim of having the worst deals from the organization? Who among the stakeholders is potentially untrustworthy? Are there any intermediaries or stakeholders fulfilling their personal agendas? Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked: Ignoring cash-flow driving stakeholders while distributing cash Miscalculating reaction from stakeholders Supporting under-performing units Conceding to willful vulture capitalists Misjudging intermediaries role in transactions Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...

Flevy.com Best Practices

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