「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.

2008年2月29日 星期五

重視市場研究和心理學

我剪報

Hoping to Make Phone Buyers Flip

注釋

upend finicky psyche

flip



想起 DEMING博士從1930年代起就很重視市場研究和心理學

周末閒聊 csq /qrd "綠色品質保證"論壇

這想法是"常識"--說起來容易 作起來難

我苦笑地反省 自己真正相信諸如 csq /qrd 和 自己嗎

(請將附文 鐘某 改成鍾某 請最好不要稱呼"頭銜"....)

Welcome to s+b's enews, a strategy+business exclusive.

The Community Network Solution
by Karen Stephenson

New York, February 28, 2008 -- When groups set out to solve complex problems, in either business or politics, the tendency is often to recruit the highest-ranking members of the community. However, to assemble the most effective team, managers or leaders should focus not on rank, but on how well-connected participants are within their sectors and within other networks and industries.

To read the full analysis:
www.strategy-business.com/enewsarticle/enews022808



談一下我對"論壇:

a. 綠色品質保證"

的看法 我們其實遠遠落後業界十年以上

十年前杜邦公司新老懂 H氏是狂熱的"環保"信徒 商場世界為之....

我們年度的Deming機會早已有彰化的衛浴零組件廠商說明各地的嚴厲環保要求.....尋智網站之後開始有人發問 pcb板產業製程的要求

然後 我到日本各大公司網站 發現這是主要議題---20世紀末

2008年年初劉兄提出的這 gqa 只不過表示"我國"某pc製造廠的"應付之道(mis等等 劉兄說相關"要求"文件資料在internet上可取得二千餘項 free)

好 pc製造業只是百業之一 它相當特殊 這或許是qrd "整理會合"的機會

周末閒聊 再會



本note等都會貼在blogs內....

2008年2月28日 星期四

Google Sites for us 近況報導

希望朋友能利用此新免費服務

Google Sites

這我找到Google Sites =http://sites.google.com/

近況報導

hc本周再接到”因為擁有朋友才美麗「因為擁有朋友,所以在任何時候,你不會孤獨,請好好珍惜.......」”

Hc本周朋友:周一晚與前工研院朋友徐文杰會餐(仿日式簡餐) 228與日本朋友川賴吃雲南菜(台北日本人不少 我們兩處都碰到日本人) 中午在gmail與 Kevin Lin “CHAT” 他在寧波呢…….開始接新竹園區某公司 six sigma 顧問

就我所知報導一些朋友 David Hsu本學期學業顧問兩忙 他還當 csq的qrd(王晃三老師是主委)之執行秘書…..

2008年2月24日 星期日

記人事兩則

擔任開拓假牙及牙科醫療市場的寶成集團第一事業群總經理郭泰佑昨天表示,將以寶成集團在全球製鞋市場占有率逾二成,作為假牙發展的目標。

郭泰佑說,寶成集團在台灣彰化及大陸東莞兩座工廠,每月假牙出貨量約5萬顆,預期五年內,月出貨量可成長至100萬顆。概估每顆出廠價大約介於50至60美元,產值將超過新台幣200億元,相當可觀。寶成寶祥牙醫診所



recission reviews

貝茲案完成仲裁前一天,洛杉磯市檢方起訴健康網,指該公司非法取消1600名病人的保單,省下3500多萬美元醫療理賠。健康網表示有志改進,以維持民眾的信任,目前已凍結取消保單的政策。
檢方並表示,健康網有一套不合法的獎勵方案,行政人員取消保單的數目如果達到目標,可以分紅。健康網承認2002和2003年實行那套方案,但後來已取消。

punitive damages

8-day鬧鐘 綠色保證體系(GAS) Walkman史 二呆

24
Dear HC,,

這兩天勤讀管理三部曲﹐覺得他的前半部(突破)寫得比後半部 friendly﹐他的後半部(control)也許顧及學理的完備﹐太瑣碎了。您的上課﹐或許該將用較簡略近人的方式來談。

另外﹐書中提到8-day鬧鐘﹐沒有說明其義﹐不知道這鬧鐘有何特別?

Best rgds
DHsu

當時沒internet 現在找它 容易多
問 8-Tage-Werk
I am at a loss. Anyone familiar with this term, and whether there is
an appropriate English translation for it?


8-day clock or 8-day movement
I assume this relates to clock weights. You talk about 1-day clocks or
8-day clocks depending on how long they can go between being wound.
This also affects the mechanism and size of the weights.

"Gilt Mortar clock
8 day clock in the shape of a Napoleanic wars mortar. c1870. On
original alabster base."

"Wooden French Lyre clock
8 day movement striking at the hour and half on a bell, with pendulum
high at the top of clock. Ebonised wooden case with ormolu adornments.
c1870"

david"所以正解是:

我們恍然大悟地發現﹐我們天天上緊發條的鬧鐘﹐可以間隔八天才上緊
一次發條。

在組織之中﹐這樣白忙的事多得很!"


****


Hi, HC
I heard once you talked about someone in the family of SONY who asked one question
that triggered the Walkman. Would you say it again in somewhat more detail?
I am writing an article about asking questions and considering taking htis as an example.

http://lowendmac.com/orchard/06/sony-walkman-origin.htmlThe Story Behind the Sony Walkman

Walkman

Walkman



王老師

「前天聽劉先生的presentation
主講人:劉健雄會友
主題 :品質是綠色保證體系(GAS)出來的
間:九十七年二月二十一日週四晚上19:00--21:00
點:中華民國品質學會九樓教室

他的說法提醒:這一重要議題可以那納入 研發委員會的"2008座談會" 項目。盧瑞彥先生也是資源

whs:「我也認為這是一個好的方向。」



浮生掠影二呆〔趙同和〕


展覽地點:臺北縣藝文中心特展室(臺北縣板橋市莊敬路62 號) 展覽日期:2/20-3/19 9:30-17:00(週一休館) 自由參觀洽詢電話: 02-29603456 分機4581

趙二呆紀念展 台北縣藝文中心展出

藝術創作領域多元且具有濃厚文人氣息的「趙二呆紀念展」,即日起至三月十九日在台北縣藝文中心特展室展出,展出水墨作品二十九件、陶藝作品十一件及素描自畫像等創作。這是已故的趙二呆五十年前的作品,且大多數的作品經重新裝裱後,第一次對外展出。

趙二呆的兒子趙子成因罹癌,唯恐父親畫作遺失散落,去年提筆邀請縣長周錫瑋參訪,並研議畫作保存事宜。趙子成憂心目前畫作存放在三芝鄉的住所,因為潮濕,作品無法妥善保存也無力推廣,希望縣府能協助整理,保存其父生平藝術作品。

周錫瑋去年參訪後,允諾責成台北縣府文化局先辦理紀念個展,並協助出版畫冊,使作品得以教育推廣、研究及收藏。

紀念展二十三日將舉行開幕典禮,趙子成先生特別向安寧病房請假,抱病出席,感謝周錫瑋完成他的心願。

「呆於名,呆於利」的趙二呆成名很早,他本名趙同和,1917年出生於江蘇,曾任福建省三元縣縣長、江樂縣縣長,台灣省政府專門委員、視察室委員、檢核室主任。他娶顧振璜為妻,也就是江蘇省主席、曾任國民黨陸軍總司令、參謀總長的顧祝同將軍的女婿。

趙二呆曾開過無數聯展及個展,出過詩集、散文集及自選集。趙二呆一生的藝術創作多元,包含書法、水墨、油畫、水彩、版畫、篆刻、雕塑、陶藝、攝影及詩文,堪稱多才多藝的藝術家。

1979年趙二呆購買台北縣三芝鄉白沙灣別墅,在此居住創作,連結了與北縣的緣分。文化局認為,趙家後代可以白沙灣別墅作為展示場所,由家屬自行管理經營,透過縣府博物館家族機制,推廣趙二呆先生藝術教育活動。

另外,縣府將向行政院文建會申請經費,將趙二呆作品數位化保存再交付家屬,並成立網站供大眾點閱欣賞。

2008年2月19日 星期二

Deming所主張的創新思想

主要的創新思想正是Deming所主張的

Radical Design, Radical Results

Executive Summary:

Consumers appear increasingly willing to make purchase decisions based upon their emotions about a product—how it looks, or sounds, or makes them feel using it. But the traditional design process based on user experience goes only so far in creating radical innovation. Harvard Business School visiting scholar Roberto Verganti is exploring the new world of "design-driven innovation." Key concepts include:

  • Innovative product design is risky, but provides competitive advantage to companies that understand how a product "speaks" to customers.
  • Little theory exists to point the way for companies that want to create a successful design strategy beyond the traditional user-driven design process.
  • Companies often adopt one of three design strategies: launch and see, see and launch, or wait and see. Innovators may often be in the see and launch category.
  • Innovators understand and build off each other's ideas better than the imitators do.
  • E-mail To A Friend
  • E-mail the Editor

When furniture designer Herman Miller presented a prototype of its sleek, mesh Aeron chair to a consumer focus group, many asked if they could see a finished, upholstered version.

Innovative product design can be a risky proposition. Yet as consumer purchases become increasingly driven by emotion, the competitive advantage gained by how a product "speaks" to a customer is clear. Just think about how Apple began its resurrection in 1998 with the unthinkable design of computers made of translucent blue, orange, and pink plastic, the original iMac.

Despite the importance of industrial design, little theory exists on how companies might go about creating a successful design strategy. In a recent article, "Strategies of Innovation and Imitation of Product Languages," published in the Journal of Production Innovation Management, HBS visiting scholar Roberto Verganti addresses this shortfall as part of a larger research agenda investigating how companies manage to succeed in this particular arena. Verganti coauthored the article with Claudio Dell'Era, his colleague at Italy's Politecnico di Milano.

"Researchers have been investigating technological innovation for decades, but we know almost nothing about how companies manage design innovation," Verganti says.

For their study, Verganti and Dell'Era focused on the Italian furniture industry, using a database (Webmobili.com) to classify 2,000 objects by shape, color, surface, and material. They also divided the corresponding sample of 100 manufacturers into innovators and imitators, identifying a company as an innovator if it had been selected for or received the coveted Compasso d'Oro, a prestigious international prize awarded to groundbreaking design products.

Uncertainty increases

Verganti says that design innovation often involves a high degree of uncertainty in terms of market success.

"It's very hard to understand what people want," he says. "If I make a car that can brake in 10 yards instead of 50, that's a quantifiable advantage that is easy to understand. But if I decide to create a computer out of translucent, colored plastic, it's much more subjective. People will love it, or they won't."

Focus groups and market research can help to define a product, of course, but Verganti has found that design-driven innovation is not user-centered. Instead, it comes from within the organization. "Rather than being pulled by user requirements," he wrote recently, "design-driven innovation is pushed by a firm's vision about possible new product meanings and languages that could diffuse in society."

"Apple is a company that is pushed by a vision," Verganti says. "Steve Jobs has said that the market doesn't always know what it wants. Companies that do radical innovation do not listen to users; they eventually value market feedback, but first they propose things to the users."

In the face of this market uncertainty, Verganti has found that companies adopt one of three different strategies:

  • Launch and see. The company launches a variety of products, and then measures market reaction to each, relying on the selective capability of consumers to determine which products to focus on.
  • See and launch. The company employs some sort of research process and then launches products based on its findings.
  • Wait and see. The company allows others to experiment with various products, observes what is most successful, and reacts accordingly.

In Verganti's study of the Italian furniture industry, one would expect those who wait and see to have the least amount of variety in their product line. After all, if the imitators decide to stand back and observe what is most successful, wouldn't they choose to copy just a few, choice products? Conversely, it would seem that the innovative companies would probably have higher levels of variety in their products because of the experiments they conduct.

Instead, the results showed just the opposite.

While the cost of experimentation in the furniture industry is relatively low, Verganti and his colleague found that the innovator companies actually used a see and launch strategy, conducting research in order to understand what sort of product language might be most successful. (This research is less of the focus-group variety and more of a broad-based assessment of cultural trends and scenario building.)

"Companies that do radical innovation do not listen to users."

"Innovators avoid proposing a wide range of product signs and languages as a way to protect brand identity," says Verganti. "They tend to adopt strategies that allow customers to easily reconnect specific product signs to their brands."

In contrast, imitators show a greater variety in their product portfolio. They observe what innovators do and how the market reacts. But the feedback they receive is initially so ambiguous, with several languages coexisting, that they eventually imitate everything.

"The confusion that this creates in the market is called semiotic pollution," Verganti says. "Imitators can be successful if they wait four or five years to determine what they should produce. But in the beginning it's not clear which product is the winner. So when it comes to product languages, imitation is a very expensive strategy."

Another key finding is that the innovators' products tended to be more homogeneous as a group. "It seems that the innovators understand and build off each other's ideas better than the imitators do," Verganti remarks. "They innovate in a circle; it's a similar dynamic to what occurs in a visual arts movement like Impressionism."

Lead or suffer?

Do these findings have implications beyond the design-heavy world of the Italian furniture industry? Regardless of the product in question, Verganti believes that companies need to consider the importance of design.

"In every industry, sooner or later, there is a radical change in the language of its products," he says. "So the point for companies is, do they want to lead the change, or do they want to suffer the change?"

Verganti will present some of the secrets of strategy and process behind successful product language development in a book to be published by HBS Press in late 2008 or early 2009.

"It's a fascinating topic on many levels," he says. "Many of the Italian furniture companies I've studied are as small as 80 employees. They don't have the marketing muscle or distribution power of larger entities. Yet they're world leaders in the field."

Is Verganti a consumer of design himself? "If you come to my house you will find a lot of semiotic pollution," he laughs. "Having many different styles in one home is actually a trend, though; people today want to have their own look."

And that, of course, makes it even harder for companies to discern dominant trends.

ITRI College等來訪

劉仲庸
0220 1000-1200
ITRI College, Taipei Learning Center
產業學院
黃明章 --資深業務總監

來訪 給他們一些 日本 越南之建議

2008年2月16日 星期六

Technology survival

加拿大的一篇 (來自 Google Alert)


Technology survival

Posted By Steve krar
Welland Tribune - Ontario, Canada

The technological revolution in communications is continually making the world smaller and its economy is becoming globalized. This revolution has also spread to manufacturing, and the prime factors today are where the highest quality goods can be produced at the lowest price.

The rapid technological advances over the past 20 to 30 years have made countries that implemented the new technology early very wealthy. These countries were able to produce high-quality goods at lower costs and as a result gain a large share of the world market. In turn, the countries that were slow to implement the new technologies saw their industrial base decline and unemployment rise.

Today, technological advances are so rapid that manufacturing processes of as little as five or 10 years ago are made obsolete by more efficient processes. Any country that wishes to survive and compete in this technological world must use the most up-to-date technology. Only the most progressive will survive.

To convert from conventional manufacturing to technological manufacturing, a master plan must be devised. This master plan must be developed by the people, educators and industrialists in consultation with experts who have the knowledge and contacts with the best schools and most progressive industries in the world.

The plan must involve educators, administrators and managers of industries who must also develop a plan to update and re-train their workers in the new technological manufacturing processes. A major part of the plan must be educational programs for management based on the philosophies of people such as Dr. W. Edwards Deming, whose work in the 1950s was responsible for transforming Japan's industries and making them a leading manufacturing nation of the world in about 20 years.

Those countries that use the most productive manufacturing equipment have much higher productivity than those with the equipment of as little as five or 10 years ago. Therefore, it is not a case of working harder to increase productivity, but rather of working smarter by using the best equipment.

Computers are electronic tools used to process information, operate household items such as microwave ovens, stereo centres, automobiles, and factory machinery. They provide savings on energy and labour that result in better quality products at lower costs for everyone.

According to a study conducted a few years ago, labour accounts for only about 10 per cent of the cost of any manufactured product. The rest of the cost is consumed by management, equipment and the manufacturing processes. It is difficult to understand why so many people blame the cost of competing with low-labour countries, which at the most is 10 per cent, when the cost saving answers lie in management, equipment and processes.

In our modern economy, we must recognize that everything used in production and exchange is a tool. The purpose of a factory is to house power tools, but it is the land, buildings and the apparently non-productive equipment that make the use of power tools possible. If the stockholders had not expected to get paid for the use of their savings they would not have made the investment - and there would have been no tools, no jobs, and no business. So it can be said that profit is the most important of all business costs - and becomes the most important part of the selling price.

Any discussion of the profit system inevitably brings up the question, how much does it cost the customer? Many people believe profit exceeds payroll, but the workers get about nine times as much in payroll and benefits as the owners get in profit.

The most progressive and productive countries in the world use the best tools and most up-to-date manufacturing processes to keep up with or pass those countries using five- to 10-year-old technology. The ultimate goal must be to establish a country as a manufacturing nation noted for the best quality products in the world.

品質論譠座談記錄 out of a crisis

2月16日午 洪信佳牙醫師從苗栗來電 勸我去看醫生


whs
Dear all,
過年前我曾經寄了所附的論譠座談實錄,
請各位幫忙校閱發言記錄,
以便在三月份品質刋中登出
不知道您有沒有收到?
可否就這次所附的記錄幫忙
針對自己發言的部份過目校閱或修飾
以便即時送登
王三呆 敬託
又及,我將補入前言再送登。
-----

王老師
我近日拉肚子 所以覺得這些談話 ....可能的話 請在我的談話部分加:

(補記:後來我才知道我們還沒有專業的牙醫護士制。這是台灣牙醫界自私自利之恥。近聞某家鞋業大廠商開牙科,我相信他們CAD方面的知識可能對該行業有些幫助。經過此一座談,本人在部落格發行31期的『醫療,健康與品質報』,請讀者參閱。)

----
HC
是不是過年吃壞了?
補記可行,我將照辦。我還提供網路連結。
我聽了你的話,終於下定決心耕耘部落格
今天到現在已有340 人次到訪
真是出呼的意料。
謝謝你啦。

2008/2/16, hanching chung <hcsimonl@gmail.com>:
- Show quoted text -
王老師 我近日拉肚子 所以覺得這些談話 ....


可能的話 請在我的談話部分加:

(補記:後來我才知道我們還沒有專業的牙醫護士制。這是台灣牙醫界自私自利之恥。近聞某家鞋業大廠商開牙科,我相信他們CAD方面的知識可能對該行業有些幫助。經過此一座談,本人在部落格發行31期的『醫療,健康與品質報』,請讀者參閱。)



2008/2/15 王晃三 <whs213@gmail.com>:

> Dear all,
>
> 過年前我曾經寄了所附的論譠座談實錄,
> 請各位幫忙校閱發言記錄,
> 以便在三月份品質刋中登出
>
> 不知道您有沒有收到?
> 可否就這次所附的記錄幫忙
> 針對自己發言的部份過目校閱或修飾
> 以便即時送登
>
> 王三呆 敬託
>
> 又及,我將補入前言再送登。
>
>
> 2008/2/3, 王晃三 <whs213@gmail.com>:
>
> >
> > Dear all,
> >
> > 自從十二月21日論譠過後,不覺40 天已經過去了
> > 基於品質管理的原則,
> > 論譠過後,我們曾發函給與會人員
> > 請提供回饋意見
> > 結果經整理如附件, 請參閱
> > 這個正面的結論是我們共同投入的結果
> > 我在此再次向大家致謝
> >
> >
> > 論譠當天,我曾經邀請一位中原學生錄音記錄
> > 目的是要經過整理後,預備以特稿型式在品質刋登出
> > 由於其間學生要面對期末考試
> > 加以我又單車壯遊7天530 KM甫於日前回來
> > 所以直到現在才得以稍作整理轉交各位
> > 可否煩請您就自己發言的部份過目
> > 針對記錄的正確性加以確認?
> >
> > 基於篇幅考量,每次發言以不超過500 字為理想
> > 若有必要您可以略作修改或加以補充
> > 若有修訂請用紅字呈現以便編輯
> >
> > 這份實錄特稿預定在三月份登出
> > 也就是說至遲要在二月二十日交件(已經考慮了過年因素)
> >
> > 順便在此向各位拜年,祝新春快樂
> >
> > 三呆
> >
> > --
> > 王 晃 三, 中原大學榮譽教授
> > (三呆; H. Samuel Wang; Wang Sundye)
> >
> > 志工免費, 絶非廉價
> > 「三呆部落格」歡迎造訪 http://tw.myblog.yahoo.com/wang-sundye
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> --
> 王 晃 三, 中原大學榮譽教授
> (三呆; H. Samuel Wang; Wang Sundye)
>
> 單車壯遊:五百公里是一腳一腳踩出來的。
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> 「三呆部落格」歡迎造訪 http://tw.myblog.yahoo.com/wang-sundye



--
鍾 漢清
Hanching Chung (or HC/ hc)

行也blog 坐也blog 放下blog 何等自在:

管理學新生 http://hcnew.blogspot.com
台灣戴明圈: A Taiwanese Deming Circle
戴明顧問公司http://www.deming.com.tw/
simon university總部 http://mypaper.pchome.com.tw/news/2adigoxl
Books Birdviews 書海
People 人物 http://hcpeople.blogspot.com/
質與量
品質世界 quality world http://hcdeming.blogspot.com/
中文品質百科﹐http://qualitytaiwan.atwiki.com/
品質論壇:http://tw.myblog.yahoo.com/hcdeming
語與文
英文人行道 et cetera, et cetera . http://word-watcher.blogspot.com/
漢語人行道:演變風貌 http://chinese-watch.blogspot.com/
譯藝 http://hctranslations.blogspot.com/
萬國
英國風 The Island Race http://ukislandrace.blogspot.com/
日本 心得帖 http://hcjapan.blogspot.com/
亞洲 Asia http://hcasia.blogspot.com/
城鄉歲月 What Time is This Place?
健康一生 http://hchealth.blogspot.com/
http://hceducation.blogspot.com/
http://hcdrink.blogspot.com/
the world of tea http://hctea.blogspot.com/
http://hcbooks.blogspot.com/

- Show quoted text -



--
王 晃 三, 中原大學榮譽教授
(三呆; H. Samuel Wang; Wang Sundye)

壯遊五百無捷徑,一腳一腳踩不停。
--------
王大哥
這是我數十年來最大的病
最可悲的是 不知道"特殊因"
姑且名之某種病菌
生命何等脆弱
(我近年來肚子問題都靠 "征露丸"解決 這病菌無法征服....)

經過近四天 似乎 out of the crisis
我今天還發明一道菜--蒜頭與番茄 不然 太太規定的白稀飯如何下"手"


病床上可能會想到一些人
就你的話 我們前年的whs退休文集必須大幅重寫
現在的人氣固然是值得 可喜的
不過我還是最喜歡你和母親過世前的對話
我們今年陪母親上百貨公司 交通大塞 一直想不清楚她為什麼過年後還想買新衣
原來 姪子婚事近
這種企圖就是生命--就非基督教徒而言如此

----
鍾老師,
拉肚子解決了嗎??先吃吐司和白稀飯,因為拉是清潔肚子的細菌,不可以立即止的.....征露丸肯定無效,要給西醫看,會很有效...

---
謝 似乎好多了

2008年2月12日 星期二

Better management practices will produce satisfied teachers

美國usa today日報有一讀者投書
提到採用Deming 之管理方式
姑且留給朋友參考

Axxletfeat13

Better management practices will produce satisfied teachers

David E. Bosley - Grifton, N.C.

In the 1940s, I taught for a couple of years for $110 a month, summers excluded. Then as now, teachers wanted more pay ("Higher salaries for teachers would yield better students," Letters, Feb. 4).

(Photo — Teachers’ strike: The 850 teachers in Pennsylvania’s Downingtown Area School District walk the line Jan. 29. The first strike there in 28 years ended last week. / By Ed Hille, The Philadelphia Inquirer, via AP)

But I don't think giving teachers bigger salaries is going to make them better teachers, just as I don't think most will purposely be bad teachers just because they're underpaid.

A more fruitful area to explore is how schools are managed. If schools better manage their teachers by providing them with good support, rewarding their work in small and big ways, and letting them teach what they are passionate about, the field likely would sustain more teachers.

Teachers, of course, should have more money; we all should. But that has never been the crucial element of education. A more promising remedy would be to implement management techniques, such as the kind that mathematician W. Edwards Deming implemented successfully in Japanese industries. Through statistical tests, Deming was able to find out the weaknesses and strengths of companies and help them thrive during the late 1940s. Likewise, variables among different schools could be compared statistically to find out how to better improve the education system.

向自行車愛好者致敬

向自行車愛好者致敬

2008/2/12

現在,每天拼命搞blogs ,碰到些新聞都會「想起過去與朋友之際遇」。譬如說,Blackberry Outage (黑莓系統故障 北美用戶遭殃),想起上回該公司的烏龍OUTAGE,我在QRD與朋友交換大眾電信之事件品質成本。

新春回台中,當然會去看望我的初中導師謝立沛老師。他的兒子謝偉強博士在留德時經常從布萊梅出發,成單車往波昂 Bonn訪張旺山博士。他在新竹和苗栗市上班時,周末常乘單車回台中。

hc(56歲)年輕時:我的單車經驗是1968年(16歲)暑假,花200元,費時10天,路線:台中-墾丁-花蓮—橫貫公路-台中

壯舉

王晃三老師(67歲)的部落格; http://tw.myblog.yahoo.com/wang-sundye

單車壯遊手扎- Day 5

產業

台灣的巨大公司(Giant)在2007年的自行車內銷增多16億台幣。

英國呢:

Trek recall MT220 girls bike
Bike Biz - Hertford,England,UK
The Trek MT220 girl's bicycle has been issued a voluntary recall by Trek Bicycle. According to the company, the frame can break during use.

Framing Production:Technology, Culture, and Change in the British Bicycle Industry 2008129 星期二

楊梅的董事長會談

Quote from W. Edwards Deming:
We must satisfy our customers.
Retroactive management emphasizes the bottom line.

自行車學校

hc:「dave:

此信cc的人叫"吳國精"先生,我的老朋友, 現在是園區波若威公司負責人。

他們有一"巴塞隆納 至 巴黎" 自行車之旅 。行前要環島;我跟他說你們有一"訓練"計畫,很值得參考。

吳兄對此很有興趣,所以你們如果有這方面之資訊,可以轉給他父子知道。

DHsu :「吳先生您好,,

關於自行車學校的資訊 您可以先參考以下的網頁

http://www.khsbicycles.com.tw/html/school/history.htm

自行車學校的校長 謝先生是KHS自行車的董事長 朱政夫顧問是安大科技總經理 他們都是自行車的愛好者

自行車學校的設立在於推廣自行車運動 並且建立正確的自行車知識(有效率的踩踏方式 ﹑正確的熱身 ﹑正確的騎後運動以避免累積酸痛等)

您如果看了網站之後有興趣參加這樣的訓練 開春後可以替您安排

ps.
謝董事長乃性情中人 雖然設立低廉的收費標準 (只含便當及保險費) 但又常常不收費!!

hc:「很巧, 吳先生剛提過折疊式自行車以KHS為最。」

david:「沒錯! KHS的折疊腳踏車相當不錯 我也是用他們的F2 C/P值最高

但說到最高檔 仍為太平洋(林正義董事長您見過)的 Birdy http://www.birdybike.com/

2008年2月10日 星期日

The rule is simple: be careful what you measure

這是英國專欄作者 他經常提到Deming博士
這一主題在去年的一次研習會中 署立醫院的最高主管表示過類似的意見

The rule is simple: be careful what you measure
Simon Caulkin, management editor
The Observer,
Sunday February 10 2008
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This article appeared in the Observer on Sunday February 10 2008 on p8 of the Business news & features section. It was last updated at 00:11 on February 10 2008.
If there's one management platitude that should have been throttled at birth, it's 'what gets measured gets managed'. It's not that it's not true - it is - but it is often misunderstood, with disastrous consequences.
The full proposition is: 'What gets measured gets managed - even when it's pointless to measure and manage it, and even if it harms the purpose of the organisation to do so.' In the truncated version, there are two lethal pitfalls. The first is the implication that management is only about measuring. Way back in 1956, the academic V F Ridgway famously noted the dysfunctional consequences of managers' tendency to reduce as many as possible of their concerns to numbers.
Quality guru W Edwards Deming went further, putting 'management by use only of visible figures, with little consideration of figures that are unknown or unknowable' at No 5 in his list of seven deadly management diseases. Henry Mintzberg, the sanest of management educators, proposed that starting 'from the premise that we can't measure what matters' gives managers the best chance of realistically facing up to their challenge.
In the past few years, of course, spurious measurement has proliferated beyond, well, measure. Although regulation comes into it, this is often the consequence of IT systems that can measure anything that moves - the number of telephone rings, how long calls take and cost and how many calls a person makes an hour, for instance. The figures can be on a manager's desk the same evening.
But just because you can measure it, doesn't mean you should. All the above, although standard in call centres, are generally pointless, because they only tell you about levels of activity, not about how well the call centre's purpose is being achieved. Thus, a call centre may boast high productivity and low costs per call but that's irrelevant if most of its activity is mopping up customer complaints about poor service. Activity measures prevent managers from seeing that cheaper calls aren't the answer: better to improve the service so that they don't need a call centre with all its associated costs in the first place.
It gets worse when activity measures form the basis of contracts with suppliers, as they often do in the hard-nosed-sounding guise of 'payment by results'. Payment by results, whether for calls answered, appointments made or patients seen, is actually 'payment by activity' - activity that doesn't necessarily advance and may actually obstruct the overall purpose. As in the call-centre example above, a contractor paid by 'results' (ie activity) has no incentive to improve service, which would reduce the number of calls, and hence payment, and every incentive to worsen it, by cutting the time spent on calls as they inexorably increase in number.
Here we encounter the second problem with the measurement-management equation. All too often in a kind of Gresham's law (which said bad money drives out good), the easy-to-measure drives out the hard, even when the latter is more important. Strategy writer Igor Ansoff said: 'Corporate managers start off trying to manage what they want, and finish up wanting what they can measure.'

What happens when bad measures drive out good is strikingly described in an article in the current Economic Journal. Investigating the effects of competition in the NHS, Carol Propper and her colleagues made an extraordinary discovery. Under competition, hospitals improved their patient waiting times. At the same time, the death-rate following emergency heart-attack admissions substantially increased. Why? As targets, waiting times were and are measured (and what gets measured gets managed, right?). Emergency heart-attack deaths were not tracked and therefore not managed. Even though no one would argue that the trade-off - shorter waiting times but more deaths - was anything but a travesty of NHS purpose, that's what the choice of measure produced.

As the paper observes: 'It seems unlikely that hospitals deliberately set out to decrease survival rates. What is more likely is that in response to competitive pressures on costs, hospitals cut services that affected [heart-attack] mortality rates, which were unobserved, in order to increase other activities which buyers could better observe.'

In other words, what gets measured, matters. Measures set up incentives that drive people's behaviour. And woe to the organisation when that behaviour is at odds with its purpose. Imagine the cost to NHS morale (one of Deming's unknown and unknowable figures) of the knowledge that managing to the measure resulted in more deaths - the grotesque opposite of its aims. Hospitals are the extreme example of a general case. As such, they allow us a definitive rephrasing of our least favourite management mantra. What gets measured gets managed - so be sure you have the right measures, because the wrong ones kill.
simon.caulkin@observer.co.uk

2008年2月5日 星期二

工會

比較英文人行道上 connumsrun 條

姑且不談本文作者認為"工會必須硬起來"的說法
它點出Deming在這些方面的想法
可以參考

February 5, 2008
What Do They Have to Lose?
Unions Need to Stop Being So Nice
By DAVID MACARAY

Should labor unions arbitrarily assume that any plan introduced by management will likely have a negative effect on the workers? Should organized labor quit playing ball with management? Should they stop cooperating? In a word, should unions just say No to everything?
As cynical and profoundly adversarial as these questions may seem, recent history more or less gives Yes as the answer.
Take, for example, the Democracy in the Workplace campaign of the 1980s. Using as its template the Japanese employer-employee relationship (the one reputed to be kicking our butts in the marketplace), American businesses urged unions to think "outside the box," to open themselves up to a whole new philosophy regarding the way we do business.
Dr. W. Edwards Deming, the statistician and ergonomics expert credited with having "invented" the postwar Japanese business model, traveled the United States conducting seminars and hawking his book ("Out of the Crisis") on how to save the American economy. Japan was clearly on the ascendancy, and we were rapidly falling behind.
Management gushed over Deming's innovative 14-point program for improving efficiency, and unions were quick to buy in to his refreshingly pro-labor stance, where workers on the floor were given an opportunity to participate in the decision-making process, share in the profits, and be treated as "equals."
Of course, what happened was hideous and predictable. Management degraded Deming's philosophy by implementing only those parts of it that benefited them in the short-term, and rejecting anything that cost money or resembled "joint-ownership" of the workplace. Because they'd always feared and resented unions, they hoped that "going Japanese" would be an opportunity to neutralize them.

Democracy in the Workplace turned out to be more hype than substance. It took the form of grassroots employee committees which, predictably (and with the company's urging), ignored or sidestepped the elected union leadership. Not that there's anything wrong with employee involvement; in fact, having a majority of the workers genuinely involved in day-to-day activities is a positive force.

But in many cases these ad hoc committees were free-for-alls, with management offering rewards to the weakest, most pliant workers on the floor as payment for supporting company initiatives. This was "democracy" in its least attractive form. Ironically, when it came time for some really serious decision-making to be done, even these company stooges were brushed aside, particularly when their suggestions conflicted with management's master plan.

The mid-1980s and early 1990s turned out to be a period of huge layoffs. Because cutting the workforce was now a priority, Deming's subtle managerial philosophy had been clumsily reduced to an aggressive, unremitting drive to lower head counts. By the time the smoke cleared, and the Democracy in the Workplace movement had petered out, employee rolls had been slashed, unions had been weakened, and company profits had soared.

And then, quite suddenly, the so-called "Japanese Miracle" was relegated to yesterday's news. As other emerging Asian markets arrived on the scene and began competing with Japan, the vaunted Japanese model lost a bit of its luster. Today, if you suggest emulating Japanese techniques, you'll elicit yawns. China is the world's new economic hero. Fortunately, its bizarre mixture of bureaucratic Communism and rapacious turbo-capitalism isn't available for export.
Another example of a bad idea was NAFTA (North American Free Trade Agreement). This treaty has been with us now for 14 years, and it's obvious that the wildly optimistic predictions were mistaken. NAFTA was supposed to create jobs for American workers; instead, nearly 3 million manufacturing jobs have been lost.

Additionally, NAFTA was supposed to help the Mexican economy to such an extent-create so many new jobs in Mexico-that immigration into the U.S. would be reduced to a trickle. Instead, not only has immigration to the U.S. increased, but Mexican farmers have been devastated by U.S. government subsidies to agribusiness, and workers at the maquiladoras (border factories) have been laid off or had their wages drastically cut.

So who profited from NAFTA? No big surprise. It was the most powerful business groups in the three countries privy to the arrangement: Canada, Mexico and the U.S. President Clinton's chief economic advisor, Robert Rubin (formerly of the financial giant Goldman Sachs), was a personal friend of Carlos Salinas, the wealthy former president of Mexico. NAFTA was a classic "inside job," shoved through Congress by a bipartisan coalition of Republicans and Democrats.

But the best (worst) example of a management enterprise that hurt unions was the swapping of priorities in contract negotiations, which began in earnest during the 1990s and continues today. In order to hang on to their precious health care and pension benefits, unions were persuaded to put off (or even give back) wage increases. With benefits in jeopardy, unions were willing to sign contracts that swapped short-term purchasing power for long-term security.
The central flaw in this strategy was that it had no brakes. Once the unions agreed to forego wage increases in return for maintaining their benefits, management's next move was swift and predictable: they came after the benefits. The unions' voluntary waiver of wage increases served no purpose; health care and pension benefits continued to be eaten away. In the end, unions wound up losing both wages and benefits.
The same applied to the two-tier wage format. Reluctantly, unions agreed to sign contracts that included two-tier wage structures (a configuration where new hires are locked into a permanently lower wage schedule than senior workers) in return for hanging on to their medical and pension coverage. A case of ideological integrity being sacrificed for long-term stability.
This "selling out" of future employees was an extremely tough call for the unions, a trade-off they agonized over. To their credit, many locals refused to go along, even though they were under enormous pressure to do so. For those who did agree, as soon as management had that two-tier wage provision under their belt (and despite assurances that it wouldn't happen), they began cutting into the very medical and pension benefits the union had sold its soul to preserve. It was ugly.

So what's the answer? If going the extra mile, meeting management more than halfway and expecting them to do the right thing, isn't the solution, then what is? One suggestion might be that labor needs to move in the opposite direction. Instead of détente and mutual cooperation, a harsher, more "primitive" approach may be what's needed.

If accommodating management has lead to treachery and deceit, maybe resorting to strikes, more strikes, lawsuits, and calling management's bluff at every turn would be the more effective tactic. Something needs to be done to back them off. Even if that means going to war. Given all the bitter medicine unions have been forced to swallow over the last 25 years, what have they got to lose?

David Macaray, a Los Angeles playwright and writer, was president and chief contract negotiator of the Assn. of Western Pulp and Paper Workers, Local 672, from 1989 to 2000. He can be reached at dmacaray@earthlink.net

除夕前紀事

關於 "十四要點" 我再向寬仁師 說明這是 Wilson肇始的用法的"傳統表述"

"一戰後期由諸強權所硬湊成的「國際聯盟」(SDN, La société desnations),在其創始盟約中便知道應該體現康得【德】(Immanuel Kant【1724-1804】)所闡述的"永久和平理想"【參考其論文,有中文翻譯】,威爾遜(T. X. Xilson)【英文:Woodrow Wilson 1856-1924】總統最起碼在三大計畫上都戕害了多樣性的理想。"


昨天赴 Kevin Lin 之約時想起 或許今年的 Deming 紀念會 請Bill 來參加 作場 Free Keynote Speech
我和林先生解釋今年希望弄出"品質三部曲"和 Bill的書之再版

網誌存檔