「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.

1993年12月29日 星期三

A requiem for William Edwards Deming

A requiem Offered for the Repose of the Soul of

William Edwards Deming

(14 October 1900-- 20 December 1993)



原文為
Christus resurgens ex mortuis, iam non moritur:
mors illi ultra dominabitur. [Romans 6.9]
9因為我們知道:基督既從死者中復活,就不再死;死亡不再統治他了,
9Knowing that Christ rising again from the dead, dieth now no more, death shall no more have dominion over him.

羅馬書: Romans Chapter 6


Wednesday, 29 December 1993
Saint Paul's Parish
Washingtom, D.C.

Requiem for a Heavyweight:
Homily Delivered at the Requiem for
W. Edwards Deming


by the Reverend Father August W. Peters, Jr.

唱詩

The Strife is O’er, the Battle Done

The strife is o’er, the battle done;
The victory of life is won;
The song of triumph has begun: Alleluia!

Refrain

Alleluia! Alleluia! Alleluia!

The powers of death have done their worst;
But Christ their legions hath dispersed;
Let shouts of holy joy outburst: Alleluia!

Refrain

The three sad days are quickly sped;
He rises glorious from the dead;
All glory to our risen Head! Alleluia!

Refrain

He closed the yawning gates of hell;
The bars from heaven’s high portals fell;
Let hymns of praise His triumphs tell! Alleluia!

Refrain

Lord, by the stripes which wounded Thee,
From death’s dread sting Thy servants free,
That we may live, and sing to Thee: Alleluia!

Refrain


取材Deming: the way we knew him by F Voehl - 1995 - Delray Beach, Fla.: St. Lucie Press, pp.158-166

1993年12月22日 星期三

一代品管大師的隕落謹悼戴明博士

【鍾清章】
昨天下午從經濟日報獲知名聞世界的品管大師,日本人心目中的品管之父一戴明博士(Dr. W. E. Deming)已於美國時間本月20日在其華盛頓寓所溘然逝世;全球品管界所敬仰的一代品管宗師就這樣悄悄地走了。
由於本人自1965年在東京由石川馨博士介紹認識戴明以來,曾經聘其來台舉辦兩次高階層品質經營講座,多年來偶有書信來往,前年亦曾由戴明招待赴加拿大參加其主持四六的講座「戴明式管理14點原則」,對其個人的理念稍有瞭解。今天驚聞其驟然去世,心懷痛失益師良友之悲哀心情,將戴明之生平、觀念及對品管界之貢獻簡述如下:
戴明生於1900年10月14日,小時候家裡貧窮,少年時代常打工幫家計,1921年畢業於韋俄明大學,並取得可羅拉多大學的數學及物理碩士,後來又在耶魯大學修得物理博士學位。戴明的前妻在結婚七年後過世,其後二年與其教學助手羅拉結婚,生有一男二女,第二任太太已於數年前先他而走了。
戴明的最大貢獻是倡導品管的正確觀念。他從1950年開始到日本指導品管時,除介紹統計品管的新知外更重視管理的重要性,而為日本的高階層經營者奠下了良好的品質經營觀念,使得日本的企業很快能擺脫從戰後「日本貨是便宜貨,又是蹩腳貨」的惡名,甚至在很短的時間內竟然能成為世界領先的品管大國,戴明的功勞實不可沒。也難怪,日本為了紀念戴明的貢獻而設置了象徵最高榮譽的戴明獎;並稱戴明為日本品管之父,更頒授日本天皇的勳二等瑞寶章獎,可知日本人對其崇拜之一般。
戴明於民國60年代來台幾次,並曾與經濟日報合辦品管講座。其講座大部份以經營管理者為對象,故我國企業界對其理念並不陌生,而且也有許多人贊同戴明博士的品質責任管理者應佔八成的看法。而這個觀念在企業界的品質經營有正面的影響,使管理者或經營者能夠負起品質的責任而不諉過給現場的作業員。
同時其倡導的戴明管理循環已成為推行品管最重要的模式。事實上戴明對品質經營來改革企業的抱負早期在美國由於共鳴者少而施展不開,一直到去日本輔導日本企業有成並經過美國國家廣播公司(NBC)一篇採訪報導「日本能,為甚麼我們不能」,於1980年6月在全國電視台播出後才一舉成名的。
嗣後美國企業界聘請戴明去輔導品質經營的邀約不斷,並先後輔導許多企業如AT&T、Honey Well及Ford公司等均有卓效成果。故十多年來戴明的聲望與日俱增,除對企業輔導外,每年有十四次每次四天的講座在美國境內及國外各地舉行,都能吸引1000名左右聽眾。
戴明最偉大之處是誨人不倦而擇善固執,年事雖然已高達90歲以上,但觀念卻很新,且為品質經營而教學與輔導不懈目的全是為國家、為全世界人類貢獻其智慧以便提高品質的經營績效,實在令人欽佩。戴明的去世,雖然是品管界的重大損失,但他老人家對人類的貢獻將永留人間。
(作者是品管學會理事、中原大學工業工程系兼任教授)
【1993-12-22/經濟日報/03版/綜合新聞】



品管大師 戴明去世倡導員工溝通 助日經濟重建受推崇
【本報綜合華盛頓、東京21日外電報導】
第二次世界大戰後協助日本重建工業基礎的品質管理大師戴明20日上午在華盛頓家中壽終正寢,享年93,日木企業界領袖威表哀悼。
戴明是著名的管理學家和統計學家,自行發展一套管理理論,強調員工參與、目標設定和溝通比競爭好。
戴明也主張,透過員工參與、目標設定和溝通的過程,可以大幅改善品質,效果比向員工講述不犯錯的重要性要好。
戴明寫過數本巨著和170篇論文,在他寫的「管理14要點」中說:「企業要永遠不斷改善生產和服務體系。」他也說:「讓企業中的每一個人都努力促成企業的轉型。」
他的理論在美國並未受到重視,日本卻奉為圭臬。第二次世界大戰後,當時的盟軍統帥麥克阿瑟將軍邀請他訪問日本,協助進行統計調查,並評估口本重建經濟的能力。
戴明藉此機會遍訪日本,並向日本公司解說如何提高效率,生產品質可靠的產品。
日本各大企業感念戴明的貢獻,1960年創設戴明獎,年年頒獎。1987年6月,美國總統雷根頒發「國家科技獎」給戴明。
日本豐田汽車公司社長豐田達郎對戴明去世表示「深切哀悼」,他說:「戴明博士的統計品管理論對豐田汽車品質良好的全球聲譽貢獻不小。」許多受益於戴明的日木企業界領袖也為此致哀。
美國福特汽車公司20日發表聲明說,戴明曾在品質管理方面指導福特公司,「透過許多研討會激勵公司員工」,對公司貢獻很大。
【1993-12-22/經濟日報/03版/綜合新聞】



追求品質 絕不懈怠戴明精神 業界學者感同身受
【記者陳啟明-台北】
前天去世的戴明與我國企業界淵源頗深麪他多次來台講授統計品管,對我國的品質管理有極大影響。
台灣飛利浦公司以卓越的品質管理,獲得1990年戴明獎,顯示我國品質管理進入新里程。該公司總裁羅益強表示,他於1990年赴日本領戴明獎,當時91高齡的戴明博士應邀演講,戴明是坐著輪椅出席,看得出身體不算好,但言談間所散發出來的對品質永遠追求的精神,令他深為感佩。
對戴明品管理念很能領會的中科院品管專家林公孚將戴明的品管中心理念與方法歸納出14句箴言:
1.建立一致的目標,以改進產品與服務的品質。2.採取新的經營理念。
3.停止依靠大量檢驗以獲得品質。
4.停止以價格為交易的基礎。
5.不斷改進生產與服務系統。
6.進行在職訓練。
7.建立領導風格。
8.排除恐懼。
9.破除部門間的障礙。
10.避免向員工喊口號、訓誡、或訂目標。
11.消除數字目標與配額,以領導方式達成工作要求。
12.排除剝奪人們以工作成果為榮的權利。
13.擬訂有活力的教育與自我改進計畫。
14.將企業組織內每一份子都納入工作,以完成態度的轉變。
【1993-12-22/經濟日報/03版/綜合新聞】

1993年12月21日 星期二

紐約時報的戴明訃文 December 21, 1993

紐約時報的戴明訃文 December 21, 1993

W. Edwards Deming, Expert on Business Management, Dies at 93

W. Edwards Deming, an expert on business management who advised Japan on how to rebuild its shattered industries after World War II and urged American corporations to treat their workers as associates rather than adversaries, died early yesterday at his home in Washington. He was 93.

The cause was cancer. Although he was ill in recent years, Mr. Deming continued to work, conducting the last of his four-day seminars on quality-management in the Los Angeles area from Dec. 7 through Dec. 10.

Mr. Deming's theories were based on the premise that most product defects resulted from management shortcomings rather than careless workers, and that inspection after the fact was inferior to designing processes that would produce better quality.

He argued that enlisting the efforts of willing workers to do things properly the first time and giving them the right tools were the real secrets of improving quality -- not teams of inspectors. Initial Success in Japan

Mr. Deming was an obscure statistician in this country in 1950 when research he had conducted during World War II came to the attention of some Japanese industrial leaders. At their request, he then gave a series of lectures in Japan on his quality-control principles, and he and his message were eagerly embraced. The Japanese, who lacked many natural resources or a colonial empire, were a receptive audience because they believed they would prosper only if they could sell products on world markets.

His advice to Japan made Mr. Deming the leader of a generation of specialists on product durability and reliability who were then sought by American companies trying to catch up to Asian competitors. But his renown in the United States never matched the reputation he achieved in Japan.

After the application of his methods brought enormous commercial success to some Japanese companies, the Japanese created a Deming Prize for companies that made striking advances in quality. Mr. Deming was described by many commentators as the best-known and respected American in postwar Japan after Gen. Douglas MacArthur.

William Edwards Deming was born on Oct. 14, 1900, in Sioux City, Iowa, to a family whose roots in America reached back to the Revolutionary War. He grew up in strained financial circumstances in Powell, Wyo., where his father worked as a part-time lawyer and land developer.

Mr. Deming attended the University of Wyoming in Laramie, working at odd jobs while he studied engineering. He later earned a master's degree in mathematics and physics from the University of Colorado and was awarded a doctorate in physics from Yale University in 1928. Management as Problem

Mr. Deming used the later years of his long career to try to reform American management, for considerable fees, sometimes as much as $100,000 a year from a single client. A tall, formal man who habitually wore frayed three-piece suits and spoke to senior executives as if they were schoolboys, he delighted in telling corporate chieftains who asked him to help solve a company's problems that they were a significant part of the problem.

"Can you blame your competitor for your woes?" he would intone to groups of corporate managers. "No. Can you blame the Japanese? No. You did it yourself."

Although the core of his method to improve quality was the use of statistics to detect flaws in production processes, he developed a broader management philosophy that emphasized problem-solving based on cooperation. He exhorted managers to "drive out fear," so that workers would feel free to make improvements in the workplace.

Mr. Deming denounced management procedures like production quotas, performance ratings and individual bonuses, saying they were inherently unfair and detrimental to quality. He said customers would get better products and services when workers were encouraged to use their minds as well as their hands on the job.

A frugal man in his personal life, Mr. Deming drilled companies to work relentlessly to reduce waste -- anything from parts sitting unused in inventory to motions by a worker that did not add value to the final product. One of his daughters recalled that he had dated the eggs in his refrigerator with a felt-tipped pen so that the oldest would be eaten first and none would go to waste. Success at Ford and Xerox

His blunt approach offended many executives, who turned elsewhere for advice. Yet some companies, including the Ford Motor Company and the Xerox Corporation, sent hundreds of their top-level managers to his lectures and seminars. "He said the only way to bring about change was to have direct contact with senior management," said James K. Bakken, a former vice president at Ford.

Well into his 90's, Mr. Deming maintained an active travel schedule, crisscrossing the country to conduct seminars and consult with companies he considered sufficiently motivated to benefit from his attention. He also lectured at Columbia University's Business School and taught continuously at New York University's Stern School of Business from 1946 until the end of the spring term this year.

Integral to Mr. Deming's approach was an emphasis on sensitivity to customer needs. Everyone has a customer, he said, either inside or outside the organization. Although he developed his methods in an industrial setting, Mr. Deming insisted that his approach was applicable to institutions generally, even those in service and nonprofit businesses.

After Mr. Deming's first trip to Japan, the Japanese Union of Scientists and Engineers assembled his lecture notes and published them as a book, "Elementary Principles of the Statistical Control of Quality." Prize Established by Japanese

Mr. Deming refused to accept royalties from the book and suggested that the funds be used to promote quality. The group thus established the Deming Prize for achievements in quality, which quickly became one of the awards most sought by Japanese companies.

Yet Mr. Deming remained little known in the United States, where wartime efforts to establish statistical quality-control methods fell before the headlong rush to push products out of factories. The prevailing sentiment in American industry from the 1950's until the late 1970's was that more quality meant more cost and that consumers did not want to pay for higher-quality products.

That attitude began to change when Japanese products with brand names like Sony and Panasonic drove the American consumer-electronics industry almost out of business while reliable, fuel-efficient Toyotas and Hondas gnawed away at the domestic auto industry.

One of the first large American corporations to seek Mr. Deming's help was Ford Motor. Ford officials persuaded him to visit their headquarters in Dearborn, Mich., in February 1981, when the company's sales were faltering and it was losing hundreds of millions of dollars.

Ford executives were expecting a slick presentation on tricks to improve quality. Mr. Deming, instead, insisted on questioning the company's culture and management philosophy. Eighty-five percent of quality problems, he told them, are the result of management errors.

"We were sitting there with our pens poised to write down the prescription for what we should do about quality," Mr. Bakken recalled. "The first thing he said was, 'Do you have a constancy of purpose?' We were not quite sure what to make of him."

Because Mr. Deming was sponsored by Donald E. Petersen, Ford's president at the time, the relationship survived the executive egos bruised by these early encounters, and statistical control charts blossomed in the company's factories. In the 1980's, Ford led the domestic auto industry in quality improvements. No Formal Organization

As Ford's success became obvious, demand for Mr. Deming's services grew. He kept his client list short and refused to have anything to do with companies not willing make top executives available to him. Among the companies that turned to Mr. Deming and his disciples were Dow Chemical, Procter & Gamble, American Telephone & Telegraph and The New York Times.

Unlike other quality experts, like Joseph Juran and Philip Crosby, Mr. Deming never built a formal organization. He continued to work as a solo practitioner out of an office in the basement of his modest home in Washington. But he did develop an informal alliance of followers and often required clients to hire a member of his circle to teach statistical methods and instill his philosophy.

Mr. Deming developed that philosophy in the 1920's and 30's while working at A.T.& T.'s Hawthorne manufacturing plant in Chicago and as a protege of Walter Shewhart of Bell Laboratories. Mr. Shewhart was a pioneer in the use of statistics to control manufacturing processes.

Although his academic training was in mathematics and physics, Mr. Deming had mastered statistical theory and practice, in part by taking a one-year leave of absence from the Agriculture Department in the mid-1930's to study under a pioneer of the discipline, Sir Ronald Fisher of the University of London.

In the 1930's, Mr. Deming helped design the sampling techniques used by the Census Bureau. And in World War II he helped military planners apply statistics to the production of supplies for warfare. Changing the Culture

Companies that sought to improve their quality by adopting Mr. Deming's methods often found they had to change their entire culture. To convince workers that managers really did want to enlist them as partners, many companies eliminated cherished management perquisites like special parking spaces and executive dining rooms because shop-floor workers found them offensive.

One Deming lesson to designers and engineers was to change the way they thought about quality. Traditionally, specifications for almost any physical object were set at a desired value with a certain allowable deviation. Anything within the deviation limits was considered a good part, anything outside the limits bad.

But Mr. Deming's statistical studies showed that with complex products, these allowable deviations could add up to a defective final product. The message to managers was that simply being within specification was not good enough. Processes must be continually honed, he taught, to reduce the variability from part to part.

Mr. Deming's first wife, Agnes, died many years ago. His second wife, Lola, died in 1986. He is survived by two daughters, Diana D. Cahill of Palos Verdes, Calif., and Linda D. Ratcliff of Potomac, Md.; five grandchildren, and three great-grandchildren.

網誌存檔