.jpg)
新書：『台灣戴明圈：2008年東海戴明學者講座』
台灣戴明圈
── 2008年東海戴明學者講座
A Taiwanese Deming Circle
目錄
致謝
序言（王晃三博士）7
開場白：故事、寓言（鍾漢清） 11
台灣戴明圈的故事（鍾漢清） 15
簡介戴明、威廉‧謝爾肯巴赫先生（鍾漢清） 23
第一部
導言：戴明到日本（鍾漢清） 35
戴明與台灣(簡記)（鍾漢清） 45
《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
日本品質管制之回顧（戴明） 74
日本的成就（戴明） 80
第二部
導言 （鍾漢清） 91
《戴明博士四日談》中文版導言（鍾漢清增修） 102
一首值得傳唱的史詩：《轉危為安》（鍾漢清） 109
運用戴明循環（鍾漢清） 118
鳥瞰 Lean/Six Sigma 運動 （1979-2008） （鍾漢清） 128
簡談實驗設計（鍾漢清） 153
由戴明理念談實驗設計之應用（蔡坤祥） 158
西式管理風格必須改弦更張（戴明） 163
戴明博士到 HP，團隊合作（鍾漢清） 172
第三部
2008 年東海戴明學者講座 185
主講人：威廉‧謝爾肯巴赫先生簡介 188
講座之一 193
講座之二 227
講座之三 252
尾聲 Epilog 2008 年戴明淵博知識系統之旅 275
附錄
第四部 東海…人物
播種季 286
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
難忘的師長
引言：從漢寶德老師談其他老師 305
陳其寬老師 310
高禩瑾院長 314
劉振老師 322
劉振老師紀念獎 Liu Cheng Award 328
紀念 吳玉印（Yuin Wu）老師 330
王錦堂老師 334
張忠樸先生 338
*****
朋友
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
刊名取 Deming的書名
我希望朋友有相關的文章可以考慮到這刊物發表
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
目前我設些世界戴明之有專欄
由於戴久永老師提出之問題
讓我們"沉思"
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 <justingster@gmail.com>
鍾老師,
您果然一針見血.真是問對人.4/24晚上開會已經9:30.
我坐高鐵回台南, 已經12:10.
下次會議我會過去打擾您,向您請益.
10月刊物,我趕看看.我是將對扣件做全套可靠度簡介與分析.
謝謝您提醒.
justing
-----
An Open Letter to President Obama on Biofuels
RenewableEnergyWorld.com - Peterborough,NH,USA
Concluding Thought
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."
戴明博士四日談 的說法不是這樣的
不過 那次說呢?
General electric feels the heat
Q: I would like information on General Electric Co. I bought some of its shares for my grandson. E.P., via the InternetA: 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 yourmoney@tribune.com.
****
這信給cc的 peter和 gill
去年的書 賴丹桂女士讀得深入
我請獎主之一幫我找出許多錯字
現在Gill 有興趣找一晚來談她的讀書問題
我想起起碼應該請Peter 一起來
所以發出這一封 請兩位談最近那一晚我們可讀書會
*****
Toyota Highlander Recall - Potential Exhaust Tip Clamp Failure
******
今天讀鋼琴介紹
Spotlight:
 | |
| Piano Keys | |
| View Poster |
Quote:
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
線再看台大在爭"百大" 真想哈哈大笑
*****
再談一些東海之因緣
2009/05月/08
巧遇隱居花東的黃翰狄先生
從不認識到了解"共同朋友"康定怡的許多紐約舊情
---
2007/7/7 傍晚。我在台大校園遇到一位哲學系的老師。他都叫我學長。
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……
我們到他系上。他放好自行車；上好精密的鎖，剛好哲學系一位著名的王教授走出來。我的學弟對他很恭敬…..王老師說，他晚上六點半在耕莘主持一活動……最妙的是，王老師講一句高深莫測的話：「台灣現在這樣平靜，會不會遭受『天譴』？」…….
888
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.
受到全球汽車需求停滯，以及日圓走強所累，日本車廠豐田在截至3月底止的上一會計年度，創下59年來首度虧損。該公司並預期本會計年度（至2010年3月底止）財報恐出現更高額的赤字。由此顯示，豐田可能連續兩年虧損，這將是該公司成立以來首見。
豐田上一會計年度虧損金額達4,369.4億日圓（約44億美元），大幅超出分析師原先預期的2,840億日圓損失。該公司警告，本會計年度損失可能達5,500億日圓。
就單季而言，上年度第四季（今年1月至3月）豐田淨損高達7,658億日圓，遠不如於去年同期的淨利3,168億日圓，其損失亦高於分析師原先預測的7,462億日圓。
該季豐田有營運虧損6,825億日圓，較去年同期的營運獲利3,967億日圓，呈現大幅衰退。該季營收較前一年同期萎縮46％，由6.567兆日圓降至3.536兆日圓。
豐田曾是全球獲利最高汽車製造商之一，然而最新財報表現悽慘，顯示汽車業正遭遇前所未有的困境，其他將於下周公財報的日本汽車業者可能也不樂觀，分析師預估，將於下周二公布財報的日產汽車，可能出現虧損。
事實上，不只豐田，全球多家大型汽車業者在3月底止的季度都呈現虧損，包括通用、福特、本田和BMW。
面對近60年來的第一次虧損，豐田決定降低股利，以避免損失加大。這是該公司首次降低股利。豐田預計今年下半年將支付每股35日圓的股利，較去年的每股75日圓少了一半。
豐田上一會計年度在全球賣出757萬輛汽車，預估本年度汽車銷量將縮減至650萬輛，該公司預期北美銷量將減少16％，歐洲銷量將下滑13％，另外，亞洲的銷量也將衰退16％。
去年度對豐田而言也是悲喜交加的一年，除了財報虧損，豐田去年超越通用，成為全球最大汽車供應商，結束了通用長達77年之久的全球最大汽車供應霸主的地位。
*****
 | ||
| ||
主張體育場應有「戲劇性風格」的謝爾德與庫克，2007年終於有機會攜手合作、一起設計2012倫敦奧運主體育場。弔詭的是，面對這場世界最盛大的體育嘉年華，他們竟然設計了一個外觀平凡無奇的體育場。 謝爾德形容，「這不是一座讓人尖叫的體育場，比起鳥巢，它不大、更稱不上壯觀。」這座位於東倫敦Stratford的奧運主體育場，被取了個綽號叫「倫敦碗」，從名稱就可想見其平凡。 「但它將是一個聰明的設計。」謝爾德和庫克設計大量拆卸式座椅，讓「倫敦碗」容量可從奧運的8萬人，縮小到一般民間賽事的2.5萬人。倫敦還準備跟下屆主辦國打商量，將「倫敦碗」的座椅租或賣給他們。 這可不是倫敦佬特別吝嗇。2016奧運候選城市之一芝加哥，提出的奧運主場館計畫是個可拆卸的臨時建築。 另一個候選城市東京，負責規畫的安藤忠雄日前來台時表示，東京奧運的主要概念是「海上森林」，在東京灣上填海造島、種上兩萬棵綠樹，做為奧運主要場地。它將不會是像羅馬競技場、鳥巢一樣的「偉大建築」。 遇上金融海嘯與環保浪潮，「鳥巢」帶來的建築奇觀，是否只是曇花一現？我們或許不必想太多，只須在燃起的煙火前張大眼睛，欣賞這場由建築師和城市規畫者打造的建築奇景！ ***** |
沒有留言:
張貼留言