Construction of modified embedded atom method potentials for the study of the bulk phase behaviour in binary Pt–Rh, Pt–Pd, Pd–Rh and ternary Pt–Pd–Rh alloys

A first attempt is made to simulate the solid part of the phase diagram of the ternary Pt–Pd–Rh system. To this end, Monte Carlo (MC) simulations are combined with the Modified Embedded Atom Method (MEAM) and optimised parameters entirely based on Density Functional Theory (DFT) data. This MEAM potential is first validated by calculating the heat of mixing or the demixing phase boundary for the binary subsystems Pt–Rh, Pt–Pd and Pd–Rh. For the disordered alloy systems Pt–Rh and Pt–Pd, the MC/MEAM simulation results show a slightly exothermic heat of mixing, thereby contradicting any demixing behaviour, in agreement with other theoretical results. For the Pd–Rh system the experimentally observed demixing region is very well reproduced by the MC/MEAM simulations. The extrapolation of the MEAM potentials to ternary systems is next validated by comparing DFT calculations for the energy of formation of ordered Pt–Pd–Rh compounds with the corresponding MEAM energies. Finally, the validated potential is used for the calculation of the ternary phase diagram at 600 K.     

Improvement strategies for the tools and techniques of quality improvement: Utilization of a performance evaluation matrix in the taiwanese high‐tech industry

This study integrates importance–performance analysis (IPA) and Slack's IPA matrix to provide a more comprehensive performance‐evaluation matrix for prioritizing improvement actions with regard to the tools and techniques of quality improvement. The study undertakes a review of the literature to identify the tools and techniques most widely used by high‐tech businesses in Taiwan. Following a survey of 394 managers and technicians, these tools and techniques are then placed on the integrated performance‐evaluation matrix to determine appropriate priorities for improvement actions. The study finds that “new seven” total quality management tools are used less often than “old seven” total quality management tools, and that education, training, and the efficient use of corporate resources are required to improve the frequency of utilization and the performance of the tools and techniques of quality improvement. © 2011Wiley Periodicals, Inc.