玛莎施瓦茨案例演示文稿
知识销售世界销售产业的一次伟大革命课件
一、问话的目的
要在信息时代充分利用信息资源就需要人们不断的相互交流，将有限的资源合理化共享、最快速传递、最大化使用来创造更大效益。
4、时代的环境所影响
二、问话的模式
在一些很专业、严肃的场所打断别人是非常不礼貌的行为，但有事又必须要打断，这样只有先请求，希望自己的请求能得到获准。
提的问题要有建设性（2）
证据
看法
如顾客的评论
可能会出现什么状况
同业的价格等
市场走势
我们能达到什么效果
将为公司带来巨大效益
用问问题的方法请求别人帮助
请别人帮助或者向别人借钱，有时后要给自己和对方都留有余地，原因有； （1）当别人拒绝了你，你不会感到尴尬和难堪； （2）当别人帮助不到你时，也能减轻对方的责任和遗憾。 （3）保证气氛轻松，不会让对方感到有压力。 （下页是案例）
问题手法虽然主观过头
但运用时却成效非凡
要求：当你对你的引导性问题产生的效果了然于胸的时侯，你可以提出你自己的引导性问题。
引导式教育“被子”的故事
问题要强调重点
1、强调重点能达到对方让步的目的 （你知道我们买你产品的用处吗？我们就用它做个会议就OK了；这样的话，我们的成本太高） 2、问问题时强调重点能直接说明问题的本质，减少工作上的失误。 （你明白我们合作的基础是…………？）
用包含5个W来分析自己的看法
用问题激发思维、创意
多提一些能激发别人思维的问题
激发对方挖空心思去回答这个问题
让对方觉得和你交往很有建设性
提一些建设性问题
体现出你的积极
如：什么办法可以降低我们的成本
如：有哪些问题可能会给我们制造麻烦
用问问题来说服人
你可以通过问问题的方法，来表达意见，这样做的好处是如果对方不同意，他尽可以不予理睬，这样就避免了争执带来的不愉快。
玛莎 施瓦茨案例
Bagel Garden-面包圈公园
玛莎自认为面包圈花园是 做过的最好的花园，但是 当时建造的时候是以玩笑 的态度来做的。玛莎和彼 特·沃克一直就花园的设 计争论，趁彼特不在家的 两周时间，玛莎建造了这 个花园。当彼特回来的时 候，玛莎举办了一个花园 派对，但是彼特一点也没 有被逗乐。
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这是英国巴克利银行的中庭，大概有五层楼高，植物无法生长 到这么高，而且在这里还有一些温度问题需要解决。玛莎在设 计的时候每个中庭用的植物都不一样，并且采用了很多其他的 元素来取代植物元素，并且达到了很好的效果。
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悬挂矢车菊奥斯汀口
运用了公路中常见的路锥
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鲁尔谷力量之线
施瓦茨的许多作品包含临时性的景观或部 分使用临时性的构件，又体现了过程艺术和大 地艺术对她的影响。
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从舒瓦茨的景观设计中,到处可见波普艺术 对她的影响。玻璃、陶土罐、五彩的碎片、瓦片、 人工草坪,还有随处可见的鲜艳色彩,也许波普艺术 正迎合了她在孩提时代就形成的对鲜艳色彩的偏 好。
出于敏锐的艺术视角,舒瓦茨将后现代主义的 艺术思想融入作品之中,如达达主义、超现实主义、 行为艺术等。
2
施瓦茨作品的魅力在于设计的多元性。她深 深地受到极简主义和大地艺术的影响。
极简艺术家以很少的材料和变化来控制大尺 度空间的能力也对她有很大的启发。
3
她反对在都市环境中风景式的景观。她的 主要兴趣在于探索几何形式和它们彼此之间的 神秘关系上。
在她的设计中，大量运用直线、网格和一 些纯几何形体，如圆、椭圆、方等，具有强烈 的秩序感。有些平面构图系列化，在形式上与 极简主义具有相似的基础，又很容易融入城市 的大环境中。
玛莎被委托做一个小花园， 面积只有10*10，是建筑 展的一块附属区域。由于 材料和场地的限制，玛莎 用塑料做了一棵很大的" 柳树"，"柳树"在风的作 用下摇曳, 音响系统则播 放着女人在哭的声音。这 棵"柳树"看上去很像真的 柳树，人们用柳枝做项链、 耳环等等，它成为了建筑 展上的标志性物体。
理财是金钱
PPT文档演模板
理财是金钱
个人/家庭负债清单
流动负债 长期负债
信用卡 电话费 电费、水费、煤气
费 修理费用 租金 房产税 所得税 保险金 当期应支付的长期
贷款
各类消费贷款 （包括汽车贷 款、装修贷款、
大额耐用消费 品贷款等）
住房按揭 其他按揭 投资贷款 助学贷款 抵押品 租赁费用
PPT文档演模板
理财是金钱
§ 财富管理的工具概览表
PPT文档演模板
理财是金钱
PPT文档演模板
理财是金钱
§ 风险承受能力
PPT文档演模板
理财是金钱
4 财富目标的实现
§ 人的一生有很多梦想，如事业有成、子女教育、买房购车、 度假旅游、安享晚年等。而这些梦想都以经济为基础，投 资则是实现梦想的有力工具。作为一个家庭至少要有三大 理财目标：
§ 第一个目标，养老。人总是要老的，老意味着工作收入下 降。大部分人可能在60岁左右退休，退休之后主要靠理财 收入，以前赚的钱怎么去生钱，这涉及养老金的规划。
§ 3其他所得 § 离婚的赡养费和生活费、子女抚养费等。
PPT文档演模板
理财是金钱
§ 家庭开支包括以下几个部分： § n 住房（利息、设备、维修、保险；或者租金、租金中
不包括的设施。） § n 健康和清洁（个人及家用的清洁用品、干洗、洗衣、
药品、卫生用品。） § n 烟、酒、食品、衣物 § n 娱乐（电影、戏剧、有线电视费、外出吃饭、书、录
音带、杂志、会员费、运动服装和器材、陪伴小孩、孩子 的零用钱、玩具。） § n 交通（汽车：贷款利息、汽油、维修、牌照、保险、 汽车租金、出租车、公共交通、自行车维修） § n 托儿费 § n 保险 § n 礼物及捐款 § n 财务及职业费用（工会会费、成员费用、银行费用、 学费。）
社会心理学作业案例分析
社会心理学作业案例分析第一篇：社会心理学作业案例分析社会心理学作业案例分析报告：应用社会心理学的相关知识分析案例。
（字数3000字左右）案例一：运用本课程所学理论，对历届世博会典型形象设计进行分析。
（可选取标志、展馆及其它设施：如会徽、吉祥物、奖牌、举办城市、中国馆、会场馆等）案例二：FAA西雅图办事处大楼和洛杉矶大楼的设计在设计美国联邦航空管理局（FAA）西雅图办事处大楼的过程中，最为引人注目的一点是，设计人员让在这个大楼工作的人扮演了主要决策者的角色。
设计小组的成员罗伯特·索默曾这样描述了该项设计的程序：在设计师萨姆〃斯隆协调的设计方案中，大楼的员工可以自己选择办公室的家具，规划办公室内部的装修。
这种做法与联邦政府一贯的作风大相径庭——以往总是由相关的官员来决定这类事情。
因为FAA的洛杉矶分部大概也要在这个时间搬进新办公楼，负责这两个建筑的高层机构——美国通用服务管理局于是同意了斯隆的方案，决定让员工参与西雅图大楼的设计，而洛杉矶大楼的设计则完全沿袭传统的做法，以便对两者进行比较。
这样一来，就出现了两项不同的设计。
一项是西雅图办公大楼的设计，主要由用户进行决策；另一向是洛杉矶大楼的设计，由设计师按照传统的办法完成。
而用户更喜欢哪一项设计呢？当然是西雅图的办公楼。
哪一项设计得了奖呢？自然是洛杉矶的办公楼。
原因何在？下面是索默对设计结果的描述：这两栋新的办公楼投入使用几个月后，我们曾作过一次满意度的调查。
结果发现，西雅图办公楼的员工对建筑设计的评价高于洛杉矶办公楼的员工。
尽管如此，洛杉矶的FAA办公楼仍荣获了美国建筑师协会颁发的多个奖项，而西雅图的FAA办公楼却一个奖也未拿到。
美国建筑师协会的一位评委解释说，西雅图办公楼没有获奖是由于它的居家风格以及松散的室内设计，而这正是大楼员工最为满意的地方，这就反映出设计师和用户在喜好上的差异。
FAA西雅图办事处的主管承认说，很多来访者对联邦机构采取这样的设计都感到惊讶。
非暴力沟通在工作中的运用课堂PPT
马歇尔·卢森堡(1934—)，师从人本主义心理学之父卡尔·罗杰斯。国际非暴力沟通 中心创始人，全球首位非暴力沟通专家。他有着50多年的实践经验，不仅指导人 们在工作和生活中运用非暴力沟通，消除分歧和争议，还帮助解决了许多世界范 围内的争端和冲突。
2
如何做到非暴力沟通
什么是我的观察， 区分观察与评论。
3 感受的根源
——自身的需要和期待以及对他人言行的看法
对他人的批评、指责、评论以及分析反映了我们的需要和价值观。如果我们通过批评 来提出主张，人们的反应常常是申辩或反击。反之，如果我们直接说出需要，其他人较 有可能作出积极回应。
听到不中听的话时的四种选择：1.责备自己；2.指责他人；3.体会自己的感受和需要； 4.体会他人的感受和需要
1.观察
2.感受
我的感受如何， 体会和表达感受。
为了满足需要， 我的请求是什么？
4.请求
3.需要
哪些需要， 导致那样的感受。
3
如何做到非暴力沟通
1 区分观察与评论
我从未见过愚蠢的客户； 我见过有个客户有时做的事，我不理解 或不按我的要求做事 但他不是愚蠢的客户
请在你说他愚蠢之前
想一想，他是个愚蠢的客户，还是 他懂的事情与你不一样？
目录
| 1 | 什么是非暴力沟通 | 2 | 如何做到非暴力沟通 | 3 | 非暴力沟通如何运用
1
什么是非暴力沟通
【非暴力沟通】
非暴力沟通是Nonviolent Communication（简写NVC）一词的中译，是由美国 威斯康星大学临床心理学博士根据实践经验总结的一种沟通方式，依照它来谈话 和聆听，能使人们情意相通，和谐相处，实现高效沟通。
肯定和倾听客户的需 求和感受，提出自己 的请求。
【最全PPT】社会心理学经典案例
蝴蝶效应——防微杜渐
表现：
心理变化纤细而微妙，一丝再细 小的不快心情或许就会导致一整天的 心境不快，或许还会引起诸多烦恼， 甚至引来一连串的噩运。
蝴蝶效应——防微杜渐
案例： 2004年5月23日，沈阳市铁西区一位丁
姓男子，因为在单位受了领导的训斥，心里 很恼火，回家冲妻子发起了脾气。妻子无来 由地挨骂，也很生气，于是摔门而去。走在 街上时，一条宠物狗拦住了去路，冲她“汪 汪”地狂吠，妻子更生气啦，就一脚踢过去。 小狗受到踢打，狂奔而去，蹿到一个老太太 面前，把老人吓了一跳。正巧这位老人有心 脏病，被突然冲出的小狗一吓，当场心脏病 发作，不治身亡。
巴纳姆效应
结论： 由于人们不可能每时每刻去反省
自己，也不可能总是把自己当作局外 人来观察，所以，人们通常借助外界 信息来认识自己，容易受到外界信息 的暗示。
人们很容易相信一个笼统的、一 般性的人格特别适合她们。
巴纳姆效应
起源：杂技师肖曼·巴纳姆的表演， “每一分钟都有人上当受骗”。
当人的情绪处于低落、失意的时候， 对生活失去控制感，于是安全感也受 到影响，心理的依赖性会大大增强， 受暗示性就会更强。例如，算命。
社会心理学经典案例
社会心理学经典案例
主要内容：
社会心理学经典效应分析 新闻受众逆反心理的表现 观看“探索心理学”视频下集
巴纳姆效应——自我暗示
表现： 迷失自我 受到周围信息的暗示 以他人的言行作为自己行为的参照 受到他人的影响和暗示 镜像效应 例如，打哈欠的例子
巴纳姆效应
实验1： 请水平伸出双手，掌心朝上，闭
实验1： 20世纪60年代，心理学家查荣茨
做过实验：先向被试出示一些照片， 有的出现了20多次，有的出现了10多 次，有的只出现了一两次，然后请被 试评价对照片的喜爱程度。结果发现， 被试更喜欢那些看过很多次的熟悉照 片，而非那些只看过几次的新鲜照片， 即看的次数增加了喜欢的程度。
案例
Analysis of clothing supply chain: Integration & Marriage of Lean &AgileBy Mandeep SainiContentsIntroduction 1 Lean and Agile Supply Chain 1 Particular ways of marring lean and agile paradigms 5 The Pareto Curve approach 6 The Decoupling Point 7 Separation of Base and Surge Demand 8 Case: Benetton 8 Case: Hennes & Mauritz (H&M) 10 Case: Zara 12 Conclusion 14List of TablesTable (1): Usage of Lean and Agile 2 Table (2): Difference in Lean and agile 3 Table (3): Market Winner and Qualifier Matrix 4 Table (4): Benefits of Leagile 5List of FiguresFigure (1): The Pareto Curve approach 6 Figure (2): The Decoupling Point 7 Figure (3): Base and Surge Demand 8 Figure (4): Traditional Lean manufacturing process of garments 9 Figure (5): Benetton’s Manufacturing Process 10 Figure (6): H&M’s Supply Chain Model 12 Figure (7): Flow of Information at Zara 13IntroductionModern supply-chains are very complex, with many analogous physical and information flows occurring in order to certify that healthy products are delivered in the right quantities, to the right place in a cost-efficient manner. The current drive towards more efficient supply networks during recent years has resulted in these international networks becoming more vulnerable to disruption. To be precise, there often tend to be very little inventory in the useful professional organisation to buffer interruptions in supply and, therefore, any disruptions can have a rapid impact across the progressive supply networks. This paper contains the significant issues of modern clothing supply chain. Due to globalisation, of rapidly changing markets and vogues of clothing business make it specified in terms of stylish fashion and changing user behaviour. The fashion industries are changing and expending the business while outsourcing; based on shortest lead times. But now, as per the case study “Supplying Fashion Fast” today’s supply chain are not to just serving the market with shortest lead time but it is to react immediately on the demand. . The challenge faced by a supply chain delivering fashion products is to develop a strategy that will improve the match between supply and demand and enable the companies to respond faster to the marketplace”(Naylor, Towill and Christopher, 2000).Lean and Agile Supply chainFor over a decade, companies have been achieving huge cost savings by streamlining their supply chains. While affluent, and thus pleasurable; these trends have also exposed organisations to new sets of paradigms such as Lean, Agile, Integration of Lean and Agile, Relationship driven supply chain etc. The question arise here is, Why there is a need to integrate the lean and agile supply chain? To find the answer the previous pages need to be turned; "Lean" is the name that James Womack gave to the Toyota Production System in the book “The Machine that Changed the World.” Lean was the term that best described Toyota's system versus the rest of the world's automotive manufacturers at the time. Many companies have since applied lean thinking to their organizations withvarying degrees of success. Applying lean to the entire supply chain is not a new concept, but very few have had success doing it. Naylor et. al (1999) defined the lean as, “Leanness means developing a value stream to eliminate all waste including time, and to enable level schedule.” Further the Agility means “using market knowledge and virtual corporation to exploit profitable opportunities in a volatile marketplace.” The leanness is basically to eliminate the waste with in the manufacturing to drive the lowest possible cost and highest quality of the product. Agility is to use the Voice of Customers (VOC) to develop new products to satisfy the demand, this is more flexible and high cost then leanness. “In lean production, the customer buys specific products, whereas in agile production the customer reserves capacity that may additionally need to be made available at very short notice” (Naylor, Towill and Christopher, 2000). Please see Table (1) for the use of lean and agile supply chain and Table (2) for differentiate the lean and agile supply chains. The tables developed by the author to demonstrate the difference, usage and benefits of Lean, Agile and Leagile supply chain paradigms. The table 1, 2 and 4 are influenced by the suggestions by the previous researchers such as Christopher, (2000), Towill, Christopher and Naylor (2000), Crocker & Emmett (2006), Naylor, Naim & Berry (1999) and the other literature found.Table: (1)Usage of Lean and AgileLean•Fluent Manufacturing•Zero inventory•Just in Time (JIT)•Remove waste•Vendor Managed Inventory (VMI)•Total Quality Management (TQM)•Economies of Scale (Low cost)•Commodities•Continuous, Line and High Batch production processAgile •Postponement•Collaborative scheduling•Just In Time (JIT)•Purchasing input capacity (PIC)•Supplier Trade off (Setup Vs Inventory)•House of Quality (HOQ)•Made to Order (High Cost)•Fashion Products•Integration of Micro and Macro environment•Project, Jobbing and low batch processSource: The Present AuthorTable: (2)Difference in Lean and AgileLean •Containing little fat•Product oriented•Reduce stock to minimum•Plan ahead•Satisfy customers by eliminating waste•Measuring output criteria: Quality, Cost and Delivery•Low Cost•Efficiency•Less flexible•Low varietyAgile•Nimble•Customer oriented•Reducing stock in not an issue •Unpredictable demand planning •Satisfy customers by configuring order•Measure output Criteria: Customer satisfaction•High Cost•Effectiveness•High flexible•High varietySource: The Present AuthorAs per the case study “Supply Fashion Fast” the fashion market is volatile and customer driven. Towill and Christopher (2002) suggested the market qualifier and winners in Lean and Agile supply chain (See Table 3). In Agile supply chain the market qualifiers are Quality, cost and lead time and the winner is who produce the high service level. But in Lean supply, the market qualifiers are Quality, Lead time and Service level and the winner is the cost. In addition; Naylor, Towill and Christopher (2000) suggested that agile supply chain is for fashion goods and lean supply chain is for commodities (See Table 3). Now the concept of integration of lean and agile paradigms is originated to capturing the advantage of lean and agile paradigms such as to maximize the efficiency and utilization of the operations and customization of high level of products. Christopher and Towill (2002) pointed that, “the lean concept works well where demand is relatively stable and hence predictable and where variety is low.” Furthermore “Agility is a business wide capability that embraces organisational structure, information systems, logistics process and in particular mind sets.”Table: (3)“Fashion products have a short life cycle and high demand uncertainty, therefore exposing the supply chain to the risks of both stock out and obsolescence. A good example of a fashion product is trendy clothing (Naylor, Towill and Christopher, 2000). To avoid degeneration and to fulfill the high demand uncertainty there is a need to combine the lean and agile to getting the best out of them.This combined approach is known as `Leagility’ and, as it is packed with the best outcomes of lean and agile. Resultant; the integration of lean and agile supply chains can thereby adopt a lean manufacturing approach upstream, enabling a level schedule and opening up an opportunity to drive down costs upstream while simultaneously still ensuring that downstream should have an agile response capable of delivering to an unpredictable marketplace. The need of integration or marring the lean and agile supply chain is to react effectively on a volatile demand while reducing waste and cost and improving quality and service level. Please see table (4) for benefits of ‘Leagile’ supply chain.Table: (4)Benefits of Leagile•Control & view inventory levels across a network•Manage orders between trading partners•Organise collaborative demand plans•Plan replenishment across an internal or external network•Enable Sales and Operation Planning•Monitor and Alert on significant events•Managing JIT approach•Managing Vendor Managed Inventory•Quick response to market•Achieve benefits of postponement•Standardisation of products•Converting voice of customers (VOC) into productsSource: The Present AuthorPractical ways of marring Lean and agile paradigmsThere are particularly three ways of marring lean and agile paradigms suggested by researchers such as, Pareto Curve approach, Decoupling Point and base and surge demand. These three ways of marring lean and agile can be used in any point of time and in any department, such as design, procurement, manufacturing etc. In a particular supply chain these approaches can be used frequently, such as Pareto 80/20 rules and separation of base & surge demand can be used in design, manufacturing, forecasting or while taking the critical decisions such as Standardisation of products, postponement decision etc. These approaches give flexibility to the process and enable to postpone the decisions and lower the inventory and most importantly minimizing the waste while optimizing the performance and quality. De-coupling point approach is the main idea to hold the inventory in shape of incomplete product shape and assemble the products instantly or in a shortest period on customers demand. The Dell computer is a well know example of decoupling approach practice. Practical implication of these approaches gives the benefit of integration of lean and agile supply chain. The practical ways of marring lean and agileprovide available and affordable products, (Christopher & Towill, 2001) instantly to the customers in a volatile demand such as Fashion.Figure (1): The Pareto Curve approachSource: Christopher and Towill (2001)In the late 1940s quality management guru Joseph M. Juran suggested the principle and named it after Italian economist Vilfredo Pareto, who observed that 80% of income in Italy went to 20% of the population. Pareto Analysis is a statistical technique in decision making that is used for the selection of a limited number of tasks that produce significant overall effect; stated Towill, Naylor, Jones (2000), Christopher, Towill (2001) Haughey, (2007). It uses the Pareto Principle; is also know as the 80/20 rule, the idea that by doing 20% of the work you can generate 80% of the benefit of doing the whole job (Haughey, 2007). This rule can be applied on almost anything such as 80% delays arise from 20% of causes, 20% of system defects caused 80% of problems (Towill, Nayloy, Jones, 2000). “The Pareto Principle has many applications in quality control. It is the basis for the Pareto diagram, one of the key tools used in total quality control and Six-Sigma”(Haughey, 2007). In figure (1) Christopher and Towill (2001) suggested that, 20% of theproducts are easily predictable and can be standardised and they lend themselves to lean manufacturing, furthermore the 80% of the products are in agile manufacturing because of less predictability, which require quick response to market”Decoupling pointThe further marring of lean and agile can be achieved by creating decoupling point; in a production process it is common to introduce decoupling points where production lead time is much longer then acceptable order lead time (Christopher and Towill, 2000). The decoupling point takes physical stock to achieve the advantage of different management and control tools to efficiently manage the both side (input & output) of the inventory (Velde and Meijer, 2007). The other side of decoupling point is the natural boundaries of organisations and departments with in the process (Christopher and Towill, 2001, Velde and Meijer, 2007). It is also the hub to meet the need and capability on either side of point. With in a supply chain there can be many numbers of decoupling points (Towill, Naylor and Jones, 2000). “A decoupling point divides the value chain into two distinct parts; one upstream with certain characteristics and one downstream with distinctly different characteristics”(Olhager, Selldin and Wikner, 2006). In figure (3) Christopher and Towill (2001) suggested that, “by utilising the concept of postponement companies may utilise lean method up to decoupling point and agile method beyond that.”Figure (2): The Decoupling PointSource: Christopher and Towill (2000)Separation of Base and Surge DemandSeparating demand patterns into “base” and “surge” elements is an employment of hybrid strategy. “Base demand can be forecast on the basis of past history whereby surge demand typically cannot. Base demand can be met through classic lean procedures to achieve economies of scale whereas surge demand is provided for through more flexible and probably higher cost, processes” stated (Christopher and Towill, 2001). Further Christopher and Towill pointed that; in fashion industry base demand can be sourced in low cost countries and surge demand to be topped up locally”. Base demand can be achieved by classical lean manufacturing with low cost and less flexibility and surge demand by agile with high cost and high flexibility.Figure (3): Responding to combinations of ``base'' and ``surge'' demandsSource: Christopher and Towill (2001)Case: United Colors of BenettonThe Benetton Group exists in 120 countries, with around 5000 stores and produce revenue of around 2 billions. According to the case study the group employees 300 designers and produces 110 million garments a year. The group owns most of the production units in Europe, North Africa, Eastern Europe, and Asia. 90% of the garments are being produced in the Europe and the group invested in highly automated warehouses, near main production centres and stores. Benetton’s stores sell mixed brands, such as the casual wear, fashion oriented products, leisure wear and street wear and the flash collections during the seasons. More then 20% of products are customised to the specific need of each country and reduced by 5-10 percent by standardising the products and strengthening the global brand image and reducing production cost.According to case study Benetton’s goals are to achieve expansion of sales network while minimizing the cost and increase the sales of fashion garments. In order to achieve these goals a higher degree of flexibility is require in the process. But its very hard to achieve flexibility, as the lead times are long; in respect retailers are required to purchase in advance, and the most of the purchase plans are depends upon the generalising the orders. For example; if Benetton needs to wait for a specific number of orders from retailers to buy the fabric in bulk and start manufacturing in order to minimise the cost, but resultant the process will increase the lead time of the finished product in store. See figure (4) for a traditional (lean) manufacturing process of garments.Figure (4): Traditional (Lean) manufacturing process of garmentsSource: The Present AuthorAccording to the case study Benetton the need of fashion industry is the quick response to the market. This requires a higher degree of flexibility in production and decision making. As per the corporate goals of the group, Benetton acquires the strategy of postponement and standardisation of the products. The benefit of the postponement is to enables Benetton to start manufacturing before color choices are made, to react on customer demand and suggestion and to delay the forecast of specific colors. Further more; the product and process standardisation benefits the Benetton with the lower setup cost, manufacturing before dying and give flexibility to produce only a subset of the products.Figure (5): Benetton’s manufacturing processSource: The AuthorIn figure (4) and (5) the manufacturing process is changed due to the dying finished products, in respect of the change in process the setup cost of manufacturing garments parts can be reduced further more the inventory level can also be reduced because the postponement of decision of dying the garments after manufacturing reduced the requirement if keeping much stock of different color of garments. Additionally; postponement is helping the Benetton to produce the fabric under lean manufacturing process while reducing and eliminating cost and waste. It also involves the flexibility to produce variety of colors in a short lead time. This also helped the Benetton to standardise the manufacturing process and further led to gain cost leadership and differentiation strategies. In the context; Dying unit is acting as a decoupling point where the lean manufacturing exists downstream of information flow and agility upstream.As per the case study The Benetton’s 90% of the production is based in the Europe and rest in low cost countries. Here the Pareto 80/20 rule can be applied because 90% of the production is based on to fulfill the surge demand, and the prompt actions can be made on the volatile demand. Reducing the number of customised products by the Benetton is also an attempt to increase the number of standardised products in order to achieve the lowest cost possible and make the product a global brand. The other reason is to gain the benefits of level scheduling of base and surge demand to ensure the usage of capacity.Hennes & Mauritz (H&M)As per the case study and H&M internet media; H&M collections are created and placed centrally in the design and buying department to find the good balance of threecomponents Fashion, Quality and the best Price. H&M is a customer focused company and employees more then 100 designers. A team of 500 people works together to built the range and putting together the colors, fabrics, garment types and theme and provide a feel for new season’s fashion. Furthermore; H&M do not own any manufacturing units, they have more then 700 suppliers in the Asia and Europe, but H&M owns the production offices working closely with the suppliers and ensuring the safety and quality of goods. H&M’s lead time varies 2 weeks to 6 months based on the item. The main transit point of goods is in the Hamburg and company got more then 1500 own stores.As per the company’s business concept Fashion, Price and Quality; H&M produce most of the garments outside Europe to achieve the benefits of leanness. They buy fabric in advance as per the forecast in order to minimise the cost (Li Li, 2007). The production offices situated with in the origin of production act as the second hub of information flow downstream and ensure the quality and the work standard of the suppliers. The other reason of placing production offices is to maximise the efficiency of supplier to achieve the lowest cost and zero defects in the products and minimise the lead time. The transit point in the Hamburg works as a decoupling point, while managing the flow of goods and information upstream and downstream. As H&M is a customer oriented company and learning from customers and serving the surge demand by production in the Europe (Li Li, 2007). The author is tried to develop a model of H&M supply chain to illustrate the particular ways of marriage of lean and agile. To illustrate in easiest way the author had put only one supplier in the Asia and one in Europe, to make it easier the inventory points, are not also explained (see figure 6).Figure (6): H&M SC Model.Source: The AuthorCase: ZaraAs per the case study; under the Zara model, the retail store is the eyes and ears of the company. Instead of relying solely on electronically collected data, Zara utilizes word-of-mouth information to understand more about their customers. Empowered store managers report to headquarters what real customers are saying. Products that are not selling well are quickly pulled and hot items quickly replenished. Their quick turn around on merchandise helps generate cash which eliminates the need for significant debt.Zara hires young designers and trains them to make quick decisions. Decision-making is encouraged and bad decisions are not severely punished. Designers are trained to limit the number of reviews and changes, speeding up the development process and minimizing the number of samples made.Figure: (7) Flow of information at ZaraSource: The Present AuthorAs per the literature available on Zara supply chain and the use of technology the author tried to develop the Figure (7). In the figure it is illustrated that the Zara supply chain starts from the retail stores and customers, the use and flow of information made Zara to convert the high degree of information into opportunity. The agility here is that the stores get feedback from customers and send the feedback to design team. Design team based on the fabric availability design the products by using the “Vanilla Box Design”. Thishelps to make computerised designs instead to waste money and time in making actual samples. Zara is using Pareto 80/20 rule while choosing the designs to send into production. The design team sends the information to cutting department and fabric department to ensure the right pattern is produced, here in production Zara is using the lean manufacturing in specialized factories while standardisation of cutting, stitching and dying process, pointed; Anderson, (2007) Machouca, Lewis and Ferdows, (2005). Un-dyed fabric is produced in advance with the help of long term forecast. Design teams make sure they will only design the garments keeping in mind the availability of specified fabric. The other advantage of integration of all the departments is gaining the benefit of postponement; Zara is dying the finished garments as per the customer’s reaction. Surge demand is managed by producing goods in Europe and base demand in other labor intensive countries (Machouca, Lewis and Ferdows, 2005).ConclusionThe need of supply fashion fast in the volatile demand; led companies such as, Zara, H&M & Benetton to make the changes in lean and agile process and integrate the both to achieve the benefits of lean and agile. The main motive to achieve the leagile is to react fasted on the changing demand. This requires a better control and view of inventory levels across the network, enable sales and replenishment planning across the internal and external network. With the help of IT, Zara achieved the control and monitoring the different event on the market, they are able to act on with the quick response to the market. Zara and Benetton both achieved the benefits of postponement. All there companies achieved the benefits of standardisation. Although; Zara, Benetton and H&M, took the different approach to marring the lean and agile but the overall purpose is the same; “Supply Fashion Fast” with lowest possible price and highest degree of quality.The Figures (4) & (5) Benetton; (6) H&M and (7) (Zara) is developed by the author with the help of the data found on the company website and based on articles and journals of Davanzo, Starr and Lewinski (2004);Machouca, Lewis and Ferdows, (2005); Anderson, (2007); Anderson and Lovejoy (2007); Li Li (2007) and Claburn (2007).ReferencesAnderson K., Lovejoy J.; (2007); The Speeding Bullet; Zara Apparel Supply Chain; March 2007; accessed 06th Dec. 2007; Source:/thelibrary/speeding.htmlAnderson K.; (2007); Fast Fashion Evolves; March 2007; accessed 06th Dec. 2007; Source: /thelibrary/speeding.htmlClaburn T; (2007); Math Whizzes Turbo-Charge an Online Retailer's Sales; 05th Oct. 2007; accessed: 06 Dec. 2007; Source:/info_centers/supply_chain/showArticle.jhtml?articl eID=202300213Christopher, M. and Towell, D.R. (2000): “Supply Chain migration from lean and functional to agile and customized”. Supply Chain Management, Vol. 5 – No. 4 – pp. 206-213.Christopher, M. and Towill, D. (2001), An integrated model for the design of agile supply chains, International Journal of Physical Distribution & Logistics Management , Vol. 31 No.4 , pp.235-246Christopher M. and Towill D; The Supply Chain Strategy Conundrum: To be Lean or Agile or to be Lean and Agile; International Journal of Logistics: Research and applications; Taylor & Francis Ltd; 2002; Vol. 5; No. 3; ISSN 1367-5567Davanzo R. L, Starr C.E and Lewinski H. V;(2004); Supply Chain and the Bottom Line: A Critical Link; Outlook Journal; Feb. 2004; accessed: 05th Dec. 2007; Source:/Global/Research_and_Insights/Outlook/By_Alphabet/Supply Link.htmGilmore D.; (2006); Time for New Supply Chain Icons; 12th Oct. 2006; accessed: 07th Dec. 2007; Source: /assets/FirstThoughts/06-10-12.cfm?cid=771&ctype=contentHaughey D; (2007); Pareto Analysis Step by Step; Accessed 09th Dec 2007; Source: /pareto-analysis-step-by-step.html?gclid=CLy52uKjnp ACFQ2WEgod2zbo7wLi Li: (2007); Fashion Magnates' Supply Chain Contest; 08th May 2007, Accessed 19th Nov. 2007; Source:/index.php?categoryid=Vm10YVlWVXhVbk5SYkVwUlZrUk JPUT09K1M=&p2_articleid=Vm10YWIyUXlTblJWYWs1UlZrUkJPUT09K1M=&p2_p age=2Mason-Jones, R and Towill, D.R. (1997): Information enrichment: designing the supply chain for competitive advantage. Supply Chain Management. Vol. 2, No. 4 – pp. 137-148Mason-Jones, R, Naylor, J.B. and Towill, D.R. (2000): Engineering the leagile supply chain. International Journal of Agile Management Systems. Vol. 2, Iss 1. pp.54Machouca J, Lewis M, Ferdows K; Zara's Secret for Fast Fashion; 21 Feb. 2005; Accessed 18 Nov. 2007; Source /archive/4652.htmlNaylor, J.B, Naim, M.M. and Berry, D. (1999), Leangility: interfacing the lean and agile manufacturing paradigm in the total supply chain, International Journal of Production Economics, Vol. 62, pp.107-18Olhager J, Selldin E, and Wikner J; (2006); Decoupling the value chain; the international journal of value chain management; Vol. 1, No. 1; abstract; Source:/search/index.php?action=record&rec_id=9021&prevQuery =&ps=10&m=orTowill D R., Naylor B. and Jones R M; Lean, agile or leagile? Matching your supply chain to the marketplace;International Journal of Production Research, 2000, VOL. 38, NO. 17, 4061- 4070; ISSN 0020-7543Velde L. N. J and Miejer B. R; (2007); A system approach to supply chain design with a multinational for colorant and coating; accessed 10th Dec. 2007; Source:/mcn/pdf_files/part6_5.pdfWalters D; Demand chain effectiveness – supply chain efficiencies; A role for enterprise information management; Journal of Enterprise Information Management; Volume 19 Number 3 2006 pp. 246-261。
5W2H工作分析法培训讲解商业PPT授课课件
➢ How much——多少？做到什么程度？数量如何？质量水平如何？费用
柳树娃娃是最早感受到春天到来的植 物，所 以它长 得最高 。其他 植物也 受到柳 树的影 响，开 始生长 发育起 来，很 快都长 成了漂 亮的大 姑娘、 俊俏的 小伙子 。
产出如何？
02 5 W 2 H 优 势
1、可以准确界定、清晰表述问题，提高工作效率。 2、有效掌控事件的本质，完全地抓住了事件的主骨架，把事件打回原形思 考。
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优势
有助于思路的条理化，杜绝盲目性。有 助于全面思考问题.
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5W2H原理分析
请替换文字内容，修改文字内容，也可以直接复制你的内容到此。请替换文字内 容，修改文字内容，也可以直接复制你的内容到此。
柳树娃娃是最早感受到春天到来的植 物，所 以它长 得最高 。其他 植物也 受到柳 树的影 响，开 始生长 发育起 来，很 快都长 成了漂 亮的大 姑娘、 俊俏的 小伙子 。
3、简单、方便，易于理解、使用，富有启发意义。 4、有助于思路的条理化，杜绝盲目性。有助于全面思考问题.
柳树娃娃是最早感受到春天到来的植 物，所 以它长 得最高 。其他 植物也 受到柳 树的影 响，开 始生长 发育起 来，很 快都长 成了漂 亮的大 姑娘、 俊俏的 小伙子 。 柳树娃娃是最早感受到春天到来的植 物，所 以它长 得最高 。其他 植物也 受到柳 树的影 响，开 始生长 发育起 来，很 快都长 成了漂 亮的大 姑娘、 俊俏的 小伙子 。
点。
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对现场工作程序 进行识别，看看 能不能排除某道 程序，可以的话， 就取消该程序。
柳树娃娃是最早感受到春天到来的植 物，所 以它长 得最高 。其他 植物也 受到柳 树的影 响，开 始生长 发育起 来，很 快都长 成了漂 亮的大 姑娘、 俊俏的 小伙子 。
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草丘是这个设计中最吸引人 的要素，它的形状源于本地区的 一种特殊地形“drumlin”——万 年前冰川消退后的产物。
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设计将建筑立面上有代表性的竖向线条延 伸至整个广场的平面中来，以取得与建筑的协 调关系。
在入口通道的两侧，一些与线条成30度夹 角的不同高度和大小的水滴形绿色草丘从广场 中隆起。
她赞赏现代主义的社会观念，即优秀的设 计必须能为所有的阶层所享用。
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1.平面中几何形式 的应用。
如：圆形、方 形……
2.对基地文脉的体现。 如
3.在景观中组合非常规的现成品。
4.使用廉价的材料。
5.人造植物代替天然植物。
6.传统园林要素的变形和再现。
玛莎自认为面包圈花园是 做过的最好的花园，但是 当时建造的时候是以玩笑 的态度来做的。玛莎和彼 特·沃克一直就花园的设 计争论，趁彼特不在家的 两周时间，玛莎建造了这 个花园。当彼特回来的时 候，玛莎举办了一个花园 派对，但是彼特一点也没 有被逗乐。
施瓦茨作品的魅力在于设计的多元性。她深 深地受到极简主义和大地艺术的影响。
极简艺术家以很少的材料和变化来控制大尺 度空间的能力也对她有很大的启发。
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她反对在都市环境中风景式的景观。她的 主要兴趣在于探索几何形式和它们彼此之间的 神秘关系上。
在她的设计中，大量运用直线、网格和一 些纯几何形体，如圆、椭圆、方等，具有强烈 的秩序感。有些平面构图系列化，在形式上与 极简主义具有相似的基础，又很容易融入城市 的大环境中。
这是在日本岐阜的一个项 目，建筑师去说服市长做 一个很独特的建筑。玛莎 和其他女设计师组成了女 子团队，因为女性更善于 设计小的空间。她们思考 如何为不同的人提供不同 的空间，人们需要感觉舒 服的空间。
英 国 巴 克 利 银 行 中 庭 设 计
这是英国巴克利银行的中庭，大概有五层楼高，植物无法生长 到这么高，而且在这里还有一些温度问题需要解决。玛莎在设 计的时候每个中庭用的植物都不一样，并且采用了很多其他的 元素来取代植物元素，并且达到了很好的效果。
玛莎邀请了一 个摄影师朋友 来为花园拍照， 照片很漂亮， 另一个朋友则 把这些照片发 给了美国风景 园林师杂志。 杂志的编辑将 照片放在了杂 志的封面上
施工中的轮胎糖果园
轮胎糖果园使用废旧的轮胎和尼克糖工厂免费提供的尼克糖
玛莎被委托做一个小花园， 面积只有10*10，是建筑 展的一块附属区域。由于 材料和场地的限制，玛莎 用塑料做了一棵很大的" 柳树"，"柳树"在风的作 用下摇曳, 音响系统则播 放着女人在哭的声音。这 棵"柳树"看上去很像真的 柳树，人们用柳枝做项链、 耳环等等，它成为了建筑 展上的标志性物体。
悬挂矢车菊奥斯汀市飞机场大厅
迪士尼公园入口
运用了公路中常见的路锥
鲁尔谷力量之线
加州科莫 思城堡的 中心广场 林阴大道
迈哈密国 际机场隔 音墙
德国瑞士再保险公司办公楼景观设计
灵感则来自于冰川消融留下来的痕迹。玛莎想创造的 是一种超越想象，让每个人都会问这是什么的场所，最 重要的是人们在场所中创造自己的故事。
施瓦茨的许多作品包含临时性的景观或部 分使用临时性的构件，又体现了过程艺术和大 地艺术对她的影响。
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从舒瓦茨的景观设计中,到处可见波普艺术 对她的影响。玻璃、陶土罐、五彩的碎片、瓦片、 人工草坪,还有随处可见的鲜艳色彩,也许波普艺术 正迎合了她在孩提时代就形成的对鲜艳色彩的偏 好。
出于敏锐的艺术视角,舒瓦茨将后现代主义的 艺术思想融入作品之中,如达达主义、超现实主义、 行为艺术等。
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这个广场具有明显的极简主义和大地艺术的特征，在明 尼阿波利斯市以直线、方格为特征的城市景观中，它的景观 极具个性。“创造一个标志，一段记忆，一个场所”。她的 设计是要提供一个引人注目的、可识别的景观以吸引这个城 市的居民，使他们在忙碌的路边能够驻足小憩，并留下记忆。
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由于场地的原因，不 能直接在广场上种树。 而且项目的预算有限， 所以玛莎采用的都是 廉价的材料。
奇特形状的山丘增添了乐 趣，使得在高楼林立中有 一线生机。大的拼和园
玛莎·施瓦茨——瑞欧购物中心庭院
项目名称：瑞欧购物中心 （Rio Shopping Center Plaza)
建成时间：1988年 位 置：美国，乔治亚州亚特兰大市
（Atland,Georgia,USA） 设 计 师：Martha Schwartz 合 作 者：阿奇特克托尼卡建筑事务所
施瓦茨认为，传统的景观中，人们对于技术 和材料赋予了太多的重视，而缺少对于作品概念方 面的关注和兴趣。
施瓦茨的许多作品选择非常绚丽强烈的色彩， 接近大众，具有通俗的观赏性。
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从本质上说，施瓦茨更是一位后现代主义者， 它的作品表达了对现代主义的继承与批判。
施瓦茨批评现代主义的景观思想，她认为， 现代主义的建筑师们对建筑外部的公共空间的 设计并不感兴趣，他们排斥那些有明显的形式 的景观，因为这样的景观会与建筑产生竞争。
（Arquitectonica Architects）
这是玛莎·施瓦茨的另一经典“基因重组式”的矛盾 体景观设计，该设计以夸张的色彩、冰冷的材料、理性的 几何形状、尤其是300多个镀金青蛙组成的方阵，显示出一 种不易解读的前卫风格。
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土丘和原木代表了明尼阿波利斯的文化和自然史，它们被用来作为广场 的标志性和雕塑性元素，既象征了自然景观又代表了人们对其主观性的改造。
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由于广场的地下是一个停车场，受承重力的限制，草丘上只种植了 一种当地乡土的小型松树。平行于这些草丘，平躺着一些粗壮的原木， 被分成几段，作为坐凳，也代表着这个地区经济发展的基础——木材。
玛莎施瓦茨案例演示文稿
玛莎施瓦茨案例
上个世纪70年代以后，玛莎.施瓦茨一面在哈佛等 几所著名高等学府任教，一面通过自己的事务所 和菲力普.约翰逊、矶崎新等多位世界级建筑大师 进行合作，完成了纽约雅克博.亚维茨广场、明 尼阿波利斯市联邦法院大楼前广场、曼彻斯特城 交易所广场、亚特兰大瑞欧购物中心庭院、德国 慕尼黑的皇家侍卫队指挥部等很多经典作品 。