A Taiwanese Deming Circle (1964-2008)
《1950 年戴明博士對日本高階經營者演講》 53
品管九講 譯者序言（劉振） 64
品管九講 品質管制與企業發展（小柳賢一） 67
導言 （鍾漢清） 91
鳥瞰 Lean/Six Sigma 運動 （1979-2008） （鍾漢清） 128
戴明博士到 HP，團隊合作（鍾漢清） 172
2008 年東海戴明學者講座 185
尾聲 Epilog 2008 年戴明淵博知識系統之旅 275
東海大學和 英國 Essex 大學的點滴 288
從東海第七宿舍讀司馬賀先生談 30 年的緣份 294
慶祝東海 IE 創立四十年 鍾漢清 297
前進英國省錢大作戰 - Less $ can be more 300
劉振老師紀念獎 Liu Cheng Award 328
紀念 吳玉印（Yuin Wu）老師 330
我現在因為desk top 沒與互聯網接通 所以打字都簡單說說
我在準備九月要出的書 --配合十月的Deming紀念研討會 截稿日7月底
原先我希望它是"季刊" 不過每季出350頁的書 似乎自不量力
不過 "稿費"只是折算成當期書 (每本 500元)贈送
2009 秋 季起 發行 新經濟: 產官學醫農一體適用轉型--淵博知識
我最近與他們談 Herbert Simon的經濟方法論
David Kerridge 贈一文
10 月 (2009) 的慶祝活動
2009/4/27 Justing <email@example.com>
An Open Letter to President Obama on Biofuels
RenewableEnergyWorld.com - Peterborough,NH,USA
The authors conclude by quoting W. Edwards Deming who typically closed his week-long, very intense, quality seminars with a comment most will remember for their entire lives. With all the proper voice inflections he said, "There is no need to do any of this ----------- (very long pause), failure is always an option."
General electric feels the heatQ: I would like information on General Electric Co. I bought some of its shares for my grandson. E.P., via the Internet
A: The giant conglomerate became famous for its efficiency and management through programs such as Six Sigma and its leadership in the fields in which it chose to compete.
It is still respected for those strengths. Furthermore, its industrial and consumer goods should benefit from the $2 trillion in stimulus programs initiated by governments around the world, though most financial benefits won't begin until next year.
Efficiency and promise can only take you so far when navigating a brutal recession, however, and the firm's net income fell 36 percent in the first quarter. Chairman and Chief Executive Jeffrey Immelt said he sees some signs of economic stabilization, but most business lines are under pressure and credit rating agencies have pulled the firm's longstanding triple-A credit rating.
General Electric shares (GE) are down 21 percent this year following last year's 56 percent decline. It cut its quarterly dividend to 10 cents a share, from 31 cents, effective in the second half of the year.
The GE Capital Services unit, which the company expects to turn a profit for the year, remains the biggest worry because of rising commercial real estate delinquencies and problems in the European home mortgage market.
Media arm NBC Universal saw its first-quarter profits fall 45 percent, as it was hurt by weak advertising, DVD sales and theme park attendance. Although its energy and aviation businesses have shown gains, fewer orders for locomotives, appliances and lighting have weighed on investor confidence.
The question for investors is whether GE stock spells trouble or a tremendous buying opportunity.
Wall Street analysts have mixed emotions, with ratings consisting of two "strong buys," two "buys," 11 "holds" and one "sell," according to Thomson Reuters. Acknowledging the company's ongoing challenges, Immelt declined his bonus and long-term performance awards for 2008, according to a Securities and Exchange Commission filing.
GE is still a formidable competitor generating strong cash flow. Indicative of its worldwide efforts, it recently won a $300 million contract to supply compression equipment for a natural gas pipeline across China.
Its earnings are expected to decline 44 percent this year compared to the 36 percent drop forecast for the conglomerates industry. Next year's expected decline is 5 percent versus a 3 percent gain projected for its peers. The five-year annualized return is expected to be 9 percent, which is in line with its industry.
Q: Is Eagle Mid Cap Stock Fund worth keeping? B.R., via the Internet
A: Its name was changed from Heritage Mid Cap Stock Fund when Eagle Asset Management bought it in November, and its 10-year annualized return ranks in the top 10 percent of mid-cap stock funds.
Todd McCallister has been portfolio manager since the fund's inception in 1997. He has managed to outpace most of his peers by not going overboard in any one direction.
The $920 million Eagle Mid Cap Stock Fund (HMCAX) had a one-year decline of 33 percent and a three-year annualized decline of 9 percent, both in the top one-third of mid-cap funds. The 10-year annualized return is 6 percent.
"I recommend this fund because it has proven that it can hold up well long-term," said Katie Rushkewicz, analyst with Morningstar Inc. in Chicago. "Keep in mind, however, that its turnover does tend to be above average, which means it is probably best not to hold it in taxable accounts."
McCallister, assisted by co-manager Stacey Serafini Thomas and seven analysts, finds mid- and small-cap stocks that dominate market niches through competitive advantages. Relatively conservative compared to most mid-cap rivals, the fund favors consistently high returns, clean balance sheets and reasonable valuations. Returns tend to lag in bull markets but results have held up well versus its peers during bear markets.
"Eagle Mid Cap Stock Fund is a good supporting player in an individual's portfolio and can be used in a small role to complement some larger, more diversified choices," Rushkewicz said. "McCallister has been running this fund for a while with the same strategy, so I don't expect many surprises."
Health care, industrial materials and financial services are its largest concentrations, each comprising about 15 percent of the portfolio. Largest stock holdings were recently Aon Corp., Laboratory Corporation of America, Pactiv Corp., Lincare Holdings Inc., Owens-Illinois Inc., John Wiley & Sons Inc., McKesson Corp., Ametek Inc., C.R. Bard Inc. and Reinsurance Group of America Inc.This 4.75 percent "load" (sales charge) fund requires a $1,000 minimum initial investment and has an annual expense ratio of 1.15 percent.
Q: How long should it take to transfer my 401(k) retirement account money into a brokerage individual retirement account? Is there a time limit? P.R., via the Internet
A: There is no time limit.
But it generally takes from several weeks to 60 days after you file the proper paperwork with your employer for the money to be transferred from one account to the other.
Too often employees forget about completing the paperwork. You should have a new IRA account number and custodian address to give to the employer for the transfer.
If you decide not to do a direct transfer and instead have the 401(k) provider send you the check, you have 60 days from the date on the check to get it into your IRA. If you don't do that in 60 days, it will be taxed as income and you will have to pay a 10 percent penalty.
"Basically, it is better to do a direct transfer because then you don't have to deal with those issues," said David Wray, president of the Chicago-based Profit Sharing/401k Council of America.
Andrew Leckey is a Tribune Media Services columnist. E-mail him at firstname.lastname@example.org.
這信給cc的 peter和 gill
這piano 與 Dr Deming有密切關係 所以查一下Out of the Crisis
An example of a single- time purchase could be the grand piano, the furniture and fittings for the office force, furniture and fittings to go into a hotel, ...
We commonly think of a home as one of a kind, and so it is; likewise the rug on the floor of this office, and the grand piano in your home. ...
They bought a Steinway piano, took it apart, made or bought parts, and put a piano together exactly like the Steinway, only to discover that they could only ...
... retraining for a new job, or lessons on the piano or on the violin, are one of a kind? (A pupil once taught can not be reconstructed.) 51. ...
我1971-75 在東海 沒想到大學之排行榜
我們談了他兒子剛考完大專（他說，真抱歉，兒子，把你從歐洲 帶回來受苦。不過，身為台灣男子漢，不經過這一關，沒辦法自稱是英雄……..）。我們主要談台灣社會科學界的不振和方法論，不過這沒趣……。他的另外一驚 人之言是說，台灣過去40年教育部最大的成績，就是把好私立大學，像東海大學，給毀了……
Toyota Posts an Annual Loss
TOKYO — The Toyota Motor Company booked its first annual net loss in six decades Friday and warned that it would plunge even deeper into the red this year, a stunning reversal for an automaker whose breakneck expansion and record profits seemed unstoppable just 12 months ago.
The automaker said it lost 765.8 billion yen, or $7.7 billion, in the first three months of the year — even more than the $5.9 billion lost by its American rival, General Motors, in the same period.
The devastating numbers from the final quarter of the fiscal year contributed to a worse-than-expected net loss of 436.9 billion yen, or $4.4 billion, for the year that ended in March. It was Toyota’s first annual net loss since 1950.
The automaker warned it would lose another 550 billion yen, or $5.5 billion, this fiscal year. It cut its annual dividend by nearly 30 percent, its first cut to the dividend in at least 15 years.
Toyota attributed its woes to the slump in global demand and a strong yen, which makes exports from Japan more expensive.
“It will take more time before the financial markets in the U.S. and Europe normalize and the global economy recovers,” Toyota’s president, Katsuaki Watanabe, said Friday. “We were lacking in scope and speed in dealing with various problems and for that I am sorry.”
The deep loss is a stark turnabout from the record profit of 1.72 trillion yen that Toyota booked the previous year. Annual sales slumped 22 percent, to 20.529 trillion yen.
The loss also caps a roller-coaster year for Toyota, which in 2008 dethroned G.M. in terms of vehicles sold worldwide, a post the Detroit-based automaker had held for 77 years.
Analysts say Toyota has strong cash reserves, and is far from the bankruptcy that has befallen the American carmaker Chrysler and that threatens General Motors.
Still, Standard & Poor’s, the ratings agency, lowered its long-term credit rating on Toyota a notch to AA, the third-highest rating, on Friday and gave a negative outlook for the company.
Toyota’s latest forecast paints a grim picture for the year ahead. Toyota has been hit hard in its biggest market, the United States, where sales have plunged and show few signs of recovery.
In April, Toyota sold 126,540 cars in the United States — a 42 percent drop from a year earlier — slipping behind Ford, which sold almost 130,000 cars.
Toyota has also suffered double-digit percentage drops in Japan as well as in China, where it is losing out to rivals with a wider lineup of smaller cars that have surged in popularity.
The company has said it expected its global unit sales to fall about 14 percent, to 6.5 million vehicles, in the year ending in March 2010.
To cope with the slump, Toyota has made sharp production cuts across its 74 global assembly lines, laid off about 6,000 temporary workers in Japan and sharply cut pay for its managers.
The company has so far held off from laying off permanent workers, who enjoy lifetime employment guarantees.
Toyota is counting on its third-generation Prius hybrid, which will be unveiled this month in Japan, to buoy sales. But the automaker faces stiff competition from its Japanese rival, Honda Motor, whose low-cost Insight hybrid is expected to eat into Toyota’s market share.
The automaker is also rallying around its founding family, tapping Akio Toyoda, the company founder’s grandson, to replace Mr. Watanabe next month.
Mr. Toyoda has said he will focus on “green” technology like hybrids and plug-in electric vehicles.
The automaker could benefit from Japanese stimulus efforts. Last month, officials introduced a so-called cash-for-clunkers program under which car owners who upgrade to cleaner, fuel-efficient vehicles from cars that are at least 13 years old will receive government subsidies.
Toyota’s numbers stand in contrast to its smaller rival, Honda, which lost $1.9 billion in the first three months of 2009 but eked out a net profit for the year that ended in March.