Profit Beyond Measure: Extraordinary Results Through Attention to Work and People

這本書與我有特別情份
是與一位英國朋友交換的
我也與作者通過一封信
我在中國越南 2002-2003 給郭總和其幕僚看過

H. Thomas Johnson and Anders Broms合著的《利潤遠超衡量表之度量：透過對於工作和人的關心來達成優異的績效》（Profit Beyond Measure:Extraordinary Results Through Attention to Work and People）Free Press,2000 。 Seven Generation 'May the Seven Generation after us know a world shaped by his thinking.' 這是一本名著Profit Beyond Measure作者題獻W. E. Deming的。 我猜測這是聖經相關的字，查韓承良編《聖經小辭典》（台北：思高聖經學會出版社，1983），關於「七， Seven」這麼說：古代中東各民族慣用字，它的來源可能是基於陰曆月亮每月28天的四個盈虧階段，所以用「七， Seven」來指一切事物的圓滿結束。…關於「代，Generation」有數義：直系後代、人類代代相傳的歷史、或某一時代的社會風氣等。 「7`由神聖的3與象徵人類的4所加成，因而可以代表宏觀世界與微觀世界，…世間有七大罪（驕傲、貪婪、淫邪、憤怒、貪食、嫉妒、懶惰），使人遠離上帝，所以要回歸祂，要經七重天」（David Fontana 《象徵世界的語言》（The Secrete Language of Symbols）何盼盼譯，北京：中國青年，20001，第97頁） 更完整、多文化的說明，參考（漢思 比德曼《世界文化象徵辭典》劉玉紅等譯，桂林：灕江，2001，255-56頁seven條）

本書中、「deming」が18ヶ所で見つかりました。 1. 掲載ページ - p.32: " ... first time-a strategy W Edwards Deming taught in his famous presentations to Japanese manufacturing executives during the summer of 1951. Deming's influence, their own ... " 2. 掲載ページ - p.50: " ... next month by the amount of the deviation, and all will be well. Dr. W Edwards Deming observed that such "managing by results only makes things worse" 3. 掲載ページ - p.68: " ... belief in the need for unbroken growth .26 Only a few people- W. Edwards Deming being a notable example-have had the courage to stake their careers ... " 4. 掲載ページ - p.69: " ... changes in any of its parts will reverberate throughout it in what Dr. Deming called "unknown and unknowable" ways" 5. 掲載ページ - p.93: " ... withdrawal and replenishment kanban cards may have inspired Dr. Edwards Deming's idea of a "living process map," which he often described in his ... " 6. 掲載ページ - p.178: " ... century to the present time. That same spirit is also expressed in W Edwards Deming's admonition to managers: "Don't just do something; sit there!"' Both ... " 7. 掲載ページ - p.179: "DETAILS 179 nese fable and Deming's admonition reflect a belief that the best results come to those who value and nurture proper relationships and who ... " 8. 掲載ページ - p.186: " ... worldview (Box 6-1). The other is a difference in action (Box 6-2). W. Edwards Deming, in one of the first items on his fourteen-point list of management principles" 9. 後付の引用: "Instead, top managers focus on measurements. To paraphrase Dr. W. Edwards Deming, although we can only quantify 3 percent of all that is going on in an organization ... " 10. 後付の引用: "systems thinking, organizational learning, and modern physics. Since Dr. Deming 's death in 1993, the Deming Institute has continued to encourage and support this interest" 。 11. 後付の引用: " ... Housman, A Shropshire Lad (1896), "The Welsh Marches," 49. 3. Vil. Edwards Deming, Out of the Crisis (Cambridge" 12. 後付の引用: " ... diversity and threatening the long-term sustainability of the system as a whole. 5. Statement by Dr. Deming at his June 1992 four-day seminar attended by one of the authors ... " 13. 索引の引用: " ... 23-24 Toyota Production System versus, 94-96,99,100,112 Defects, 23, 181-82 Deming, W Edwards" 14. 後付の引用: " ... organizations around the world, including Arthur Andersen & Co., Boeing, Chrysler, The Deming Institute, Ericsson Telefon" 15. 序文の引用: "This book is dedicated to the memory of Dr. W. Edwards Deming 1900-1993 May the Seventh Generation after us know a world shaped by his thinking" 16. 序文の引用: " ... may have very different implications than most think. W. Edwards Deming, statistician and management innovator, used to say that, if management sets ... " 17. 序文の引用: " ... managing by results"-and organizing work systemically- "managing by means"-was framed by W Edwards Deming many years ago in the following words: "If you have a stable ... " 18. 序文の引用: "Focus on outcome," Deming said, "is not an effective way to improve a process or an activity. . . . [M] anagement by numerical goal is an attempt to manage without knowledge of what to do ... "

Profit Beyond Measure: Extraordinary Results Through Attention to Work and People (ハードカバー)
H. Thomas Johnson (著), Anders Broms (著) "Managers of business organizations will find as a result reading this book that they can no longer accept without question the conventional wisdom that says..." もっと読む