梁希工业设计工071 拆装玩具

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拆装玩具PPT报告

玩具拆解 —— 海绵宝宝课程：工程学基础学号： 107081012 姓名：梁希班级：工业设计（工） 071

线框图工作原理分析：用手转动旋钮 A ，拧紧发条 D 。松开 A ， D 带动齿轮 1 旋转， 1 带动 2 ， 2 带动 3 ，（ 3 带动 4 ）。随着齿轮 2 的转动，带动踏脚 B 和 C 旋转。于是，海绵宝宝就走起来了。 * 右图中虚线表示齿轮，虚线框内为发条。

Decades ago, Peter Drucker was invited to address the senior management team at General Motors, he asked them a simple, but penetrating question: “Why should I buy a GM car?” Many senior executives attempted to answer that simple question but, nobody was able to give a convincing answer! The senior managers at General Motors had unlearnt the art of winning customers by not being able to answer the simple question - “Why should I buy a GM car?” But they kept introducing more and more new models which less and less customers bought. And that was the prelude to GM’s decline and bankruptcy. That question still resonates for every business including Indian Pharma. I wonder how many field sales people - Medical Reps and their managers can answer the question - Why Should the Doctor Rx Your Product? Having a clear answer to that question is the key to winning customers - be they doctors, chemists, distributors or hospitals. As companies grow larger, hierarchies are created and sales processes like CRM/SFA evolve and become embedded. In the absence of a dynamic top leadership, hierarchy and processes become rigid and difficult to change even though rapidly changing market dynamics demand that they do. Bureaucracy slows down customer-centric decision making and inaction becomes part of the organisation's culture. The emphasis shifts from developing employees and winning customers to launching products and hitting numbers. Peter Drucker rarely blamed individuals; he saw root causes in the design of organizations—in their structures, processes, norms, and routines. He would ask leaders a few provocative questions: “What is your mission? What should you stop doing? Where has the drive for short-term efficiencies undermined long-term effectiveness? What should be your objectives and guiding principles?”

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