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safe investments and are regulated under the Investment Company Act of
1940.
New Rules for Money Market Fund Managers
Until 2014, money market funds were allowed to fix their net asset value
(NAV) so it would always trade at $1 per share. In their history, only three
money market funds have been forced to break the $1 NAV. As of 2016,
the most recent occurrence was during the financial crisis of 2008, which
caused a run on money market fund assets. To avoid a future occurrence,
the U.S. Securities and Exchange Commission (SEC), issued new rules for
the management of money market funds for the purpose of providing them
with more stability and resilience. The new rules place tighter restrictions
on portfolio holdings and introduce triggers for imposing liquidity fees and
suspending redemptions. The rules also require fund managers to utilize a
floating NAV instead of a fixed $1 NAV. For some investors, this introduces
the risk of principal where it never existed before. The floating NAV rule is
not likely to affect individual investors who invest in funds designated as
retail money market funds.
Municipal money market funds may be appropriate for nonretirement accounts that are not already tax-shielded.
Stability
Money market mutual funds are considered to be one of the
least volatile types of mutual fund investments.
Liquidity
Its easy to settle your brokerage account trades in other
investments, or retrieve funds from a money market mutual
fundgenerally assets are available by the next business day.
Security
The funds are required by federal regulations to invest in shortmaturity, low-risk investments, making them less prone to
market fluctuations than many other types of investments.
Short duration
Because the duration of money market mutual funds is so short
at maximum a few months -- they are typically subject to less
interest rate risk than longer-maturing bond fund investments.
Diversification
Money market mutual funds tend to hold many different
securities, with limited exposure outside U.S. Treasury funds to
any single issuer.
Credit risk
Unlike typical bank certificates of deposit (CDs) or savings
accounts, money market mutual funds are not insured by the
Federal Deposit Insurance Corporate (FDIC). Although money
market mutual funds invest in high-quality securities and seek to
preserve the value of your investment, there is the risk that you
could lose money, and there is no guarantee that you will
receive $1 per share when you redeem your shares.
Inflation risk
Because of the safety and short-term nature of the underlying
investments, money market mutual fund returns tend to be
lower than those of more volatile investments such as typical
stock and bond mutual funds, creating the risk that the rate of
return may not keep pace with inflation.
Prime money market funds:
Foreign exposure
Entities located in foreign countries can be affected by adverse
political, regulatory, market, or economic developments in those
countries
Liquidity risk
The fund may impose a fee upon the sale of your shares, or may
temporarily suspend your ability to sell shares, if the funds
liquidity falls below required minimums because of market
conditions or other factors.
Institutional prime and institutional municipal money
market funds:
Price risk
Because the share price of the fund will fluctuate, when you sell
your shares they may be worth more or less than what you
originally paid for them.
Background
Quality professionals refer to QFD by many names, including matrix
product planning, decision matrices, and customer-driven
engineering. Whatever you call it, QFD is a focused methodology
for carefully listening to the voice of the customer and then
effectively responding to those needs and expectations.
First developed in Japan in the late 1960s as a form of cause-andeffect analysis, QFD was brought to the United States in the early
1980s. It gained its early popularity as a result of numerous
successes in the automotive industry.
Methodology
QFD consists of two components which are deployed into the design process: quality and
function. The " quality deployment" component brings the costumers voice into the design
process. The "function deployment" component links different organizational functions and units
into to the design-to-manufacturing transition via the formation of design teams. (Lockamy &
Khurana, 1995) [6]
B. History of QFD
QFD was invented in Japan by Yoji Akao in 1966, but was first implemented in the Mitsubishis
Kobe shipyard in 1972, possibly out of the teaching of Deming. Then later it was adopted and
developed by other Japanese companies, notably Toyota and its suppliers.
In the USA the first serious exponents of QFD were the 'big three' automotive manufacturers in
the 1980's, and a few leading companies in other sectors such as electronics. However, the uptake
of QFD in the Western world appears to have been fairly slow. There is also some reluctance
among users of QFD to publish and share information - much more so than with other qualityrelated methodologies. This may be because the data captured and the decisions made using QFD
usually relate to future product plans, and are therefore sensitive, proprietary, and valuable to
competitors. (Hutton, 1997) [5]
C. Processes of QFD
According to Lockamy and Khurana (1995) [6], the idea of QFD is timing, performance
evaluation, and resource commitment. And the four phases of QFD are:
1. Product concept planning. It starts with customers and market research with leads to product
plans, ideas, sketches, concept models, and marketing plans.
2. Product development and specification. It would lead to the development to prototypes and
tests.
3. Manufacturing processes and production tools. They are designed based on the product and
component specifications.
4. Production of product. It starts after the pilot have been resolved
After the products have been marketed, the customers voice is taken again.
D. Benefits of QFD
According to Don Clausing, the author of Total Quality Development book, pointed out that the
QFD has been evolved by product development people in response to the major problems in the
traditional processes, which were:
1.
2.
3.
4.
5.
6.
7.
8.
9.
E. Tools of QFD
Matrix diagrams, which are very useful to organize the data collected, help to facilitate the
improvement process. They can be used to display information about the degree to which
employee expectations are being met and the resources that exist to meet those expectations. The
structure in which QFD uses to organize information is known as the House of Quality.
In its broadest sense, the QFD House of Quality displays the relationship between dependent
(WHATS) and independent (HOWS) variables (Woods, 1994) [8]. Figure 1 shows the typical
House of Quality.
This House of Quality should be created by a team of people with first-hand knowledge of both
company capabilities and the expectations of the employee. Effective use of QFD requires team
participation and discipline inherent in the practice of QFD, which has proven to be an excellent
team-building experience.
concerning the customer requirement, based on their experiences. Often team members simulated
customers by actually evaluating competing vehicles, and reviewing customer ratings.
The result of using QFD in Chrysler, in the launch of LH platform for mid-size cars was
successful. The total product design cycle took approximately 36 months, versus the historical
cycles ranging from 62 to 54 months. Only 740 people were required in the QFD program, while
1600 people were required in the historical environment. Also, by focusing on the customer
requirement instead of only cost, Chrysler made innovative design changes that are gaining
acceptance in marketplace. (Lockamy & Khurana, 1995) [6]
G. Conclusion
QFD is a good system to be implemented in organization or industry, which can be seen from the
examples mentioned above. QFD does not design to replace the existing organization design
process by any means, but rather support the organizations design process. And it also helps
bring the customers voice into the production process to reduce the unnecessary cost. Cutting
production time is also very beneficial to the companies.
However, QFD has not been widely accepted in the USA compared to Japan (42% or more of
Japanese companies have adopted QFD to improve their quality). In the future we hope QFD can
be more adopted and researched in the American manufacturing and service organizations.