新經濟學與台灣戴明圈: The New Economics and A Taiwanese Deming Circle

「華人戴明學院」是戴明哲學的學習共同體 ,致力於淵博型智識系統的研究、推廣和運用。 The purpose of this blog is to advance the ideas and ideals of W. Edwards Deming.

2017年4月15日 星期六

所有利害關係人別無選擇的效率:"一手到底"的經濟學



所有利害關係人別無選擇的效率:"一手到底"的經濟學

北京建全球最大機場 速度讓德國人稱奇


北京和柏林有一共同之處:兩市都在建造一個新的首都機場。不同之處在於:自10年前柏林新機場動工以來,中國人已建成了60個新機場。

(德國之聲中文網)鄉間公路上,載重車和混凝土攪拌車一會兒一輛,一會兒一輛,穿流不息,一直開到路障前,嘎然剎住,安全人員檢查證件,欄杆升起,快速車流繼續,成千上萬勞工的住所一閃而過,然後,進入一個吊車林立的建築大坑地。
這就是中國正在興建一個新首都機場的情形。該機場的各項數字都將史無前例。這裡,沒人願浪費時間:2015年9月,工程啟動。現在,一年半之後,居然已經完成了一半。至2019年,這座有著6個接機指廊的"海星"機場就將啟用。與柏林不一樣,人們完全可以相信,這個在市中心以南60公里的新機場會準時竣工。
根據新華社的報導,今年2月底,中國主席習近平剛親自視察過這個大工地,並要求不能有延誤。僅此一點,就給了工程負責人以足夠的壓力,讓首批飛機準時在2019年7月15日那一天升空。根據計劃,首期工程完成後,新機場的旅客年吞吐量為4500萬人次;擴建後,吞吐量超過1億人次,起降88萬架次。
中國今天就已經是全球機場數量最多的國家。當柏林2006年為柏林-勃蘭登堡機場打下第一塊基石時,中國國內有140個營運機場;到現在,又新增近60個機場。然而,這個國家還遠未滿足:根據政府的計劃, 至2025年,中國國內還將再出現124個新機場。
這個輝煌的北京新機場4年的預定建造期原屬例外。機場的一名中方設計者指出,只有最重要和最大的機場才會有這麼長的建設期,一般情況下,機場的平均建設期只是2到3年。另一名學者指出,這一點和德國完全不同。他表示,在德國,必須平衡眾多不同方面的利益;在中國,大項目則由上面說了算,一手到底,所以,更有效率。
然而,中國一切都更快,肯定還有另外一個原因,那就是:共產黨領導人可以不由分說,搬掉障礙,而這在西方的民主政體那裡是不可能的。還在北京新機場動工前,推土機就先行一步,將數十個村莊夷為平地,為機場騰出地方。誠然,居民們得到補償,並有可能從新機場帶來的生意中長期獲益。問題是,他們別無選擇。
凝煉/葉宣(德新社)

Tool for checking complex computer architectures reveals flaws in emerging design

Princeton researchers have developed a tool that eliminates bugs by checking computer processor designs for memory issues.
With backing from some of the largest technology companies, a major project called RISC-V seeks to facilitate open-source design for computer chips,…
PRINCETON.EDU

2017年3月12日 星期日

Remembering Gipsie Ranney

The New Economics By Dr. Deming 引 Gipsie Ranney的說法。
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Improving Problem Solving

by      
I suggest reading this excellent paper on Improving Problem Solving by Ian Bradbury and Gipsie Ranney. ..
https://web.archive.org/web/20120919223823/http://cqpi.engr.wisc.edu/system/files/r167.pdf
~~~

紀念Gipsie Ranney博士
Gipsie Ranney and Don Petersen (福特汽車公司前董事長) reflect on Dr. Deming's Legacy ...

Gipsie Ranney and Don Petersen reflect on Dr. Deming's Legacy ...

https://www.youtube.com/watch?v=t0q9uMc2UKs

Oct 23, 2010 - Uploaded by Steven Brant
This is from a 1994 event hosted by Clare Crawford-Mason and Lloyd Dobyns that celebrated the Learning and ...




Remembering Gipsie Ranney
Earlier this week, The W. Edwards Deming Institute learned the sad news of the passing of Gipsie Ranney, our first president. A resident of Brentwood, Tennessee and an avid supporter of the Nashville Symphony, Gipsie was an international consultant to organizations on management, quality improvement and statistical methodology. She co-authored Beyond Total Quality Management: Toward the Emerging Paradigm, and also contributed to Competing Globally Through Customer Value. Gipsie was a passionate scholar, advocate, and colleague of Dr. W. Edwards Deming, working tirelessly to advance the understanding, application, and joy of Dr. Deming's theory of management. In appreciation of her "outstanding contribution in advancing the theory and practice of statistical thinking to the management of enterprises worldwide," the American Society for Quality awarded her the Deming Medal for 1996.
In addition to an extensive international consulting career, Gipsie served as Director of Statistical Methodology for General Motors Powertrain Group from 1988 to 1992, following 15 years as a member of the faculty of the Department of Statistics at the University of Tennessee, Knoxville. While there, she co-founded of the University of Tennessee's Institute for Productivity through Quality, and she developed and conducted numerous seminars on quality improvement.
Gipsie graduated from Duke University with a B. S. in Mathematics and later earned a Ph.D. in Statistics from North Carolina State University.
We welcome our members to share their fond memories and pictures of Gipsie.




~~~~~

Gipsie Ranney 

Showing 2 of 2 results

The Trouble with Incentives: They Work

Years ago, my friend and colleague, David Chambers, told me a story about a consulting visit he and W. Edwards Deming made to a …

Blind Spots in Learning and Inference

We all face an onslaught of information daily. We use some of that information to learn and make inferences. As we do so, it …

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