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7月20日 星期四

Four Days With Dr. Deming to The Symphony of Profound Knowledge;The Symphony of Profound Knowledge By Ed Baker, 2017







7月22日的【漢清講堂】,我會有一場書介會,主題: Four Days With Dr. Deming to The Symphony of Profound Knowledge
這是戴明學圈近年最難得的作品之一。
二三十年前的Juran Quality Handbook 即有Ed談人力資源與品質之章。
後來Ed 寫一本他的成長之旅。
過去20年的再次積累之難得之作。
Here’s a look at a condensed version of our Q&A with Ed about The Symphony of Profound Knowledge.

Q: What is the content of the book based on?  

Ed Baker: The book is based on the character and teaching of Dr. Deming who was a moral philosopher, prophet, virtuoso, and sage with profound insights into the management of organizations and the art of leadership and living. 
The book is grounded in his leadership principles, concepts, and theories as well as those of other system thinkers and philosophers concerned with productive and meaningful human relationships within organizations and within society as a whole. Managers who are frustrated that their organizations don’t seem to be producing desired performance can gain new insights about how their management systems could be transformed. 

Q: Who can benefit from this book?

Ed Baker: Leaders and managers of all types of organizations from business, education, government, health care, and other enterprises. The book also aims to help individuals make daily living more understandable by seeing events in the context of the big picture. By learning to look at a whole-system view of events, it can help any individual lead a more fulfilling and joyful life. 

Q: That leads to our next question: how did your relationship with Dr. Deming lead to this book? 

Ed Baker: I had a 13 year association with Dr. Deming. He had asked me many years ago to write a book about his teaching that represented my perspective. I told him that I would simply be repeating what I learned from him.
However, now, more than 20 years after his passing, and reflecting on my ‘Baker's dozen’ years with him, I want to share my perspective with others. I believe that his teaching is necessary for the leadership of organizations and for leading one's own life.

Q: Dr. Deming’s timeless teachings have been, and will continue to be, a driving influence at Aileron. For someone who is unfamiliar with Dr. Deming and his work, can you share what else they should know about him, from your perspective in having worked with him?

Ed Baker: He was a visionary who saw the errors of practice in business, education, and government. [He saw that] management, first and foremost, was management of people, not accounting numbers. Common management practices were costly, in terms of profit, learning, and the human heart.
To spend time with him, he was [an] amazing human being, so generous and knowledgeable and a genius, and very modest. 

Q: In the book, you assert how Dr. Deming’s System of Profound Knowledge can be thought of as analogous to a musical score for a symphony. How did you arrive at that analogy to structure the book? 

Ed Baker: Dr. Deming was a musician and a composer. He often used analogies to an accomplished symphony orchestra to make his point about managing and organization as a system. I wanted to expand that idea.
The book is structured as a symphony with four movements, each movement being a component of his System of Profound Knowledge: Appreciation for a System; Theory of Knowledge; Knowledge of Variation; Knowledge of Psychology…Putting it into a context of his musical background and interests, I thought that would be a recognition of his contribution to frame it that way. 

Q: You bring up an example in the book from your friend, Tom O’Connell, a PGA golf professional, who put wholeness into a context that might be familiar to many readers. Can you share that story? 

Excellent performance in golf requires the interaction, the cooperation, of all the components of the human and physical processes that produce performance, e.g., the interaction of the golfer’s physiological and psychological processes and their interaction with the larger physical environment including the terrain and the tools—the golf clubs.
If performance is poor, evaluate the components system such as training, golf clubs, psychology, and how they interact.
And serious golfers are continually learning. They are able to experience that wonderful high, that magical feeling that comes when the swinging motion is a unified whole. Everything is just right, synchronized, working together. There are no separate parts—no shoulders, arms, hands, hips, legs, or feet. They all interact as one to accomplish the purpose of the activity, which is to propel the ball to the target. The hands don’t try to dominate the feet. The arm swing doesn’t dominate the body rotation. The eyes don’t look wherever they please. 
Each part of the body that contributes to the purposeful action of swinging the golf club interacts harmoniously with the other parts and with the golf club in order to perform properly. It is as if the body as a whole knows what to do… 
Golfers cannot improve their game unless they learn an appropriate model and then practice, continually learning to apply that model until a better one comes along. It is relatively easy to appreciate the fact that wholeness makes possible exceptional performance in golf and in the performing arts. It may not be as easy to appreciate this for other aspects of managing and living. 

Q: What should leaders know about the failure to understand variation in our everyday lives?

Ed Baker: Realize business should not be separated from the rest of your life—one affects the other. That's why it's a book about whole system. I think it's the responsibility of people that want to be leaders to recognize that. Remember that management first of all is a management of people, not the management of numbers. 
Some resist Dr. Deming’s [principles because it would require] change in the way of behaving and managing that got them to their current successful positions. They shouldn't be too resistant to these ideas. 

Q: Today, is there one of Dr. Deming’s 14 Points that resonates the most with you?


Ed Baker: This is hard to do since the 14 points are related; however, two points that must be addressed are: Number 9, Break down barriers between departments. People within an organization should not be competing with each other for rewards and recognition. Knowledge and information should be shared. This is especially true in government.

Then, Number 10. Eliminate slogans, exhortations, and targets. They are barriers to cooperation (refer to Number 9), and promote extrinsic motivation and internal competition.

Q: What was the most challenging part about writing the book? 

Ed Baker: Organizing the parts to present them as movements of a symphony. As mentioned, Dr. Deming liked to use a symphony orchestra to illustrate the cooperation among players needed to produce a high quality result. The job of the orchestra leader is to blend the players into one whole so that they play in concert. 

Q: And what was the the most fun or rewarding part of the process?

Ed Baker: It was fun because Dr. Deming was a composer and a musician and I believed he would have liked this approach. It was rewarding when some members of his family said about the book, ‘You nailed it.' 

Take Your Leadership—And Your Organization—To the Next Level 

“As we each read this book, it is interesting to note that while we are all in different phases of life, with different interests and immediate concerns, the teachings and philosophy apply evenly and very powerfully.” —Diana Deming Cahill, Linda Deming Ratcliff, Kevin Edwards Cahill, and John Vincent Cahill, founding trustees, the W. Edwards Deming Institute
Bring your organization (back) to economic health, and individuals to spiritual and psychological health by attaining joy in your daily work. Ed Baker’s The Symphony of Profound Knowledge will help you gain a greater understanding of Deming philosophy and—just as important—how to apply those concepts throughout your life.
We sat down and did a question and answer session with the author of The Symphony of Profound Knowledge, Ed Baker, one of Dr. Deming's most…

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2017年7月18日 星期二

北京商務與北京中華的"印刷質量"

18日晚上,發現2本近日買的書(北京商務與北京中華)都有嚴重的瑕疵,不過,我不知道台灣的書店如何退換書,決定讀/用完書再丟。
這些肯定反映中國出書的"印刷質量" 。

2017年6月29日 星期四

300億個運んだヤマトの「相棒」 集配車こうして生まれた(企業遺産)


日本経済新聞(日経新聞)

荷物が増えた今は1.5~2トン車が中心ですが、以前はこんな集配車でした。ドライバーの生産性と安全性を追求したヤマト運輸の開発秘話です。




相棒,日文是あいぼう[aibou]

就語文層面來說(這句話好像很文學@@"),

過去是指一起扛轎槓的轎夫,如果用在人與人之間的相處,自然就有「夥伴、搭檔」的意涵啦!!!

在日片《相棒Partners》,就是緊扣這夥伴的意涵!!

也就是說,整個故事主軸延伸發展在二各關係緊密的partners身上囉^^


企業遺産 300億個運んだヤマトの足、36年前の誕生秘話 

2017/6/29 7:18

 急増する荷物に人手不足。消費者の生活に欠かせない「宅急便」を生んだヤマト運輸が岐路に立っている。1976年のサービス初日に11個だった荷物。今や累計で300億個を超えた。その足を支えてきたのがユニークな形の集配車だ。映像と連動し、企業のルーツを体現するモノの歴史を描く「企業遺産」企画。第1回はヤマト運輸の「ウォークスルー車」。
「宅急便の父」が認めた理想の集配車
 ヤマト運輸の成長を支えてきたユニークなかたちの集配車。「宅急便の父」小倉昌男氏の指示で始まった理想の車造りに向けた秘話を紹介する。
■宅急便の父、小倉氏のつぶやき原点
 「君たちね。自分たちの使いやすいクルマをつくるべきだ。左ハンドルでもいいんじゃないか」
 宅急便の父、故・小倉昌男氏がつぶやいたひと言が原点だった。
 76年に宅急便が生まれる前、若手社員を集めた勉強会。集配や運行について議論するなかで、「良いトラック」とは何かを投げかけた。
 その場にいた一人がヤマトホールディングス(HD)の瀬戸薫現相談役。3年後に福岡支店に営業課長として赴任した。「やってみよか」。瀬戸氏は車両整備と営業の係長、ドライバーのグループ長、入社1、2年目の社員の6人を集め、「YPS車開発プロジェクト」が福岡で発足した。
画像の拡大
 当時、集配車はミニバン。ドライバーは運転席を降り、荷物を取りに後ろに回り、跳ね上げ式のドアを開けていた。
 「既製の集配車では、ただ人と車の増員、増車に頼らざるを得ないのではないだろうか」――。今も残る「新YPS車の手引き」という20ページの資料の冒頭の文言だ。荷物が急増する中で、現場の負担とストレスが増していた。今と同じ苦境に立っていたわけだ。
 生産性と安全性を高めた集配車をつくり、配達スピードとサービスの向上につなげる目標を掲げた。議論を進めるなかで、「小倉さんが左ハンドルに目をつけた理由が分かった」(瀬戸氏)。駐停車した際に歩道側に降りれば危険が少ない。
 しかし作業性、習熟度からドライバーの参加者は猛反発した。瀬戸氏らは3カ月ほど仕事から離れ、提案書を作りあげていった。右ハンドルでも左側から降りる方法はないか。運転席から荷室に移動できれば課題が片付くのではないか。議論に議論を重ね、ウォークスルー車の原案ができた。
■ベニヤ板で組み立てた試作車
 小倉氏の耳に入り、東京本社から福岡に視察に来ることになった。「紙だけを見せるのは失礼だろう」とメンバーが集まり試作車をつくった。廃車から車台だけを残し、ベニヤ板で図面通りに1週間足らずで仕上げた。
 ベニヤ車に乗った小倉氏は、荷物を持ったしぐさをして1時間以上も降りてこなかった。左側のスライドドアを開閉したり、荷物を守る仕切りを試したり。帰りの飛行機に遅れますよ、と声をかけられると「飛行機は次の便もあるけど、この車を見るのは今しかない」と夢中になったという。
 「満足したんだと思う。あれから左ハンドルと言わなくなった」(瀬戸氏)
 小倉氏は宅配便の規制緩和を巡って運輸省(現国土交通省)と対立し、「運輸省の役人は小学5年生以下」と切り捨てたこともある。利用者のためにならないことは許せないという信念。「その裏側に冷徹なほどの理論があったと思う」(ヤマトHDの山内雅喜社長)
 その後、ベニヤ車は実車化され、81年9月に都内で運転を始めた。「運輸省の保安基準、試験にはトヨタさんが熱心に対応してくれた」(瀬戸氏)。当時「三河モンロー主義」といわれ、慎重に慎重を重ねる自動車最大手がなぜ素早く動いたのか。
■トヨタを動かした一通の手紙
 その裏に一通の手紙があった。小倉氏がトヨタ自動車販売(現トヨタ自動車)の豊田章一郎社長(現名誉会長)に直筆で送ったものだ。
画像の拡大
 お客様に良いサービスを提供するにはどうすればいいのか。そのためには使いやすい車両がどれほど重要なのか。熱い信念をしたためた。
 ウォークスルー車はこうして産声をあげた。トヨタはその後、商用車の先駆的な役割を果たす「クイックデリバリー」として商品化している。
 提案書で強調したのが一見してヤマトの車と分かる外観だ。ドライバーが立って動けるよう、背高になったユニークな形。「クロネコ」と並び、ヤマトの顔になった。
 「お客様へのサービスを考えてこそ、ハードも生まれる」(瀬戸氏)。スキー、ゴルフ、クール宅急便……。ヤマトはその都度、サービスに欠かせない車両、設備、システムを開発してきた。
 その精神は今も受け継がれる。今年4月から自動運転配送をめざす「ロボネコヤマト」の実証実験を藤沢市で始めた。実は、ウォークスルー車に続く次世代車の開発も進めている。
 「サービスが先、利益が後」。19年に創業100周年を迎えるヤマト。宅配危機を乗り越えるのは、常に未来に種をまく小倉イズムかもしれない。
(森園泰寛、大須賀亮、藤井貴恵)

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