「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.

2012年4月29日 星期日

Prior to becoming dean at Cal State Fresno, he was the W. Edwards Deming Distinguished Professor of Management at the University of Colorado at Boulder.
 我`不知道為什麼 the University of Colorado at Boulder 要設the W. Edwards Deming Distinguished Professor of Management講座查一下原來他在那兒取得碩士學位

  1. W. Edwards Deming - Wikipedia, the free encyclopedia

    en.wikipedia.org/wiki/W._Edwards_Deming - 頁庫存檔 - 翻譯這個網頁
    In 1993, Deming founded the W. Edwards Deming Institute in Washington, D.C., ... In 1925, he received an M.S. from the University of Colorado, and in 1928, ...
  2. Biography - The W. Edwards Deming Institute

    deming.org/index.cfm?content=61 - 頁庫存檔 - 翻譯這個網頁
    As an adult, he used the name W. Edwards Deming. ... In 1925, he received an M.S. from the University of Colorado and in 1928, a Ph.D. from Yale University.

2012年4月26日 星期四

Jack Welch: GE & The Corporate Practice Of Public Hangings

Leadership
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4/26/2012 @ 2:35下午 |2,889 views

Jack Welch: GE & The Corporate Practice Of Public Hangings

“At GE, the only things that move the culture are ones that show up in our income statement. It’s just the way we were raised.”
Jeff Immelt,  “The Process of Growth”,  HBR 2006
In my article yesterday, David Brooks: Competitiveness vs Creativity: GE vs Apple, I discussed how GE’s culture of competitiveness is proving to be much less successful than Apple’s [AAPL] culture of creativity aimed at continuously adding new value for customers.
Thus GE’s CEO Jeff Immelt indicated in 2006 that GE’s approach of running the company by what affects the bottom line is a permanent part of the GE culture: “It’s just the way we were raised.”
And how were the managers of GE raised? Some light was shed on this issue on March 29, 2012, when Jack Welch, who was CEO of GE from 1981 to 2001, appeared on CNBC’s Squawkbox.

Goldman Sachs & Greg Smith: hold a public hanging

The conversation began with a discussion as to what Goldman Sachs [GS] should do in the light of the Op.Ed. piece written by Greg Smith about the culture at Goldman where clients were said to be treated like “muppets”.
Welch said: “This isn’t about Greg Smith. It’s about Greg Smith’s manager and that manager’s manager. You go in and you look at how Greg Smith was appraised. Was Greg Smith told of his shortcomings? Or was he getting check-marked, ‘Fully satisfactory’? And then you get on with the business of making them accountable.”
In other words, find one or two managers to blame and hold a public hanging.
Welch went on:
“If you don’t have public hangings for bad culture in a company, if you don’t take people out and let them say, they went home to spend more time with the family. It’s crazy.”
“Public hangings are teaching moments. Every company has to do it. A teaching moment is worth a thousand CEO speeches. CEOs can talk and blab each day about culture, but the employees all know who the jerks are. They could name the jerks for you. It’s just cultural. People just don’t want to do it.
“If you lay out, ‘This is why Mary left. Mary left because she was not gender-blind. She wouldn’t globalize the company. She’s a good person, but she didn’t fit our values.’ Whenever someone goes, there’s got to be a reason why they go. If you want to build a culture, culture really counts. “Culture drives great results. You talk about it all the time. You measure your people and you take action on those that don’t measure up. There are people who did bad things there. Greg Smith didn’t make it up. So some people got away with doing bad things. So you go in and you hang those people. They have to be hanged publicly. Public hanging is an awful expression, but it is what leadership is all about. It teaches others what you will tolerate and what you won’t tolerate. There’s no other way around that. You have three or four people who are horse’s asses and you get them out of the place and the game changes. I’ll guarantee it.”

Strengthening the culture by public hangings

Welch waxed lyrical about the importance of corporate culture.
“Everybody in America,” Welch said, “not just Goldman Sachs, has got to pay attention to the culture as much as the numbers. Great cultures deliver great numbers. Great numbers don’t deliver great cultures. So when you’re measuring people, you’ve got to have a set of behaviors, whether they be, like, treat people like the way you’d like to be treated yourself, treat customers the way you would want to be treated, whether it be speed, whether it be trying your best to promote them. You measure performance against that, against your performance in numbers. You put people on quadrants.
  • One quadrant is great culture/great numbers. Onward and upward for these people.
  • Another quadrant is bad numbers/bad culture. Bad news. Easy. Get them out.
  • The third quadrant is good culture/tough numbers. Give them another chance. They buy into what you’re doing. They might have a family problem. Give them a shot.
  • The one the kills companies is the fourth quadrant—the horse’s ass, the one who has cultural problems and good numbers. The CEO says, given them one more quarter and the problem will be fixed.”
The problem with Welch’s approach to culture? What Welch says is not what GE’s managers heard. As Immelt observed in his 2006 interview: “At GE, the only things that move the culture are ones that show up in our income statement.”

In other words, the good culture/bad culture part of Welch’s quadrants somehow got lost. The message that got through and that stuck was the overriding focus on “making the numbers.”

The case of Robert Nardelli at Home Depot

The stars and the survivors at GE were those who had good numbers. This became obvious when one of the GE’s top managers, Robert Nardelli, who was the runner-up to Immelt to be CEO at GE, became the CEO of Home Depot [HD]. Nardelli’s blunt, autocratic command-and-control management style turned off employees and the public alike. Nardelli cut back on experienced full-time employees and replaced them with inexperienced part-time help. In the short run, this move helped Nardelli make his numbers by reducing costs, but undermined customer service at the very time when competitors were making inroads into Home Depot’s business nationwide. In due course, Nardelli was forced out of Home Depot: he became the CEO of Chrysler until its bankruptcy.

The practice of routine public hangings

The focus on ‘making the numbers’ is also reinforced by GE’s widely emulated practice of culling the bottom 15 percent of its staff on a systematic basis. Regardless of absolute merit in these firms, if you are at the bottom of your cohort, you are on your way out.
The impact of such practices at Microsoft [MSFT] has been described thus:
“Manager favoritism runs rampant in the company, it can have a direct impact on how well you do regardless of metrics. HR has covered themselves with a clause in the rating system, “In relation to your peers.” Let’s say that you have a team of rock stars, not uncommon at Microsoft, of a pool of 50 people approximately 3-4 people will need to be placed into the lowest rating which means they will be on a program that will be difficult to get out of and likely asked to leave the company… If you are reporting to a manager that you don’t get along with, your days will potentially be numbered.”

NFL and the practice of public hangings

One might contrast the practice of routine public hangings practice at GE and Microsoft with the more selective approach of the National Football League (NFL).
In 1962 some NFL players were found to be involved betting small sums of money on the outcome of football games. In that season, Paul Hornung, the Green Bay Packers halfback and the league’s most valuable player (MVP), and Alex Karras, a star defensive tackle for the Detroit Lions, were accused of betting on NFL games, including games in which they played. Pete Rozelle, the NFL Commissioner, responded swiftly. Hornung and Karras were suspended for a season. As a result, the NFL has remained quite separate from gambling. The coaches and players spend all of their time trying to win games, not gaming the games.
A similar approach was adopted by the NFL when it discovered recently the practice of paying players bounties for injuring other players. The NFL suspended one of the most successful and widely admired coaches for a year without pay, sending a clear signal that such practices would not be tolerated.
The NFL’s punishments are highly focused on specific offenses and aimed at rooting out those practices permanently. Imagine how ineffective the NFL’s actions would be if they routinely punished “the bottom 15 percent of coaches” for no particular reason. The punishments would create a climate of fear, and distract from the playing of the game.
Similarly at Apple [AAPL], there were public hangings but they were in response to the specific offense of being unresponsive to customers. The following incident, reported in a recent article by Adam Lashinsky in Fortune captures the essence:
Shortly after the launch event, he summoned the MobileMe team, gathering them in the Town Hall auditorium in Building 4 of Apple’s campus, the venue the company uses for intimate product unveilings for journalists. According to a participant in the meeting, Jobs walked in, clad in his trademark black mock turtleneck and blue jeans, clasped his hands together, and asked a simple question:
“Can anyone tell me what MobileMe is supposed to do?” Having received a satisfactory answer, he continued, “So why the f*ck doesn’t it do that?” …
On the spot, Jobs named a new executive to run the group.
It wasn’t that Steve Jobs was kind and gentle with his employees. He wasn’t. What he brought to Apple was a fierce commitment to see the world honestly through the eyes of the customer and to do whatever was necessary to delight them.

Creativity is incompatible with climate of fear

The problem with Jack Welch’s practice of public hangings is not that they occurred, but rather that they occurred routinely, and so create a culture of competitiveness that undermines the openness needed for innovation. It encourages a workplace where people are focused on ‘making the numbers’, cultivating their boss and staying out of trouble.
The practice of routine public hangings sounds tough, but is in fact weak. As David Brooks’ column suggests, it celebrates competitiveness over creativity. It ignores W. Edwards Deming’s dictum to drive fear out of the workplace. By doing the opposite and instilling fear throughout the workforce, it eliminates the possibility of a culture of continuous improvement.
In the 20th Century, big organizations could get by with such practices. But times have changed. Continuous improvement, which was once an option, is now a necessity. The antiquated 20th Century management practices at GE and Microsoft need to be replaced with a radically different workplace, focused on delighting customers, where managers become enablers rather than controllers, where the work is coordinated by dynamic linking rather than bureaucratic practices like routine public hangings, where the values of continuous improvement and transparent and communications are horizontal rather than top-down commands.
Read also:

2012年4月18日 星期三

Royal Statistical Society



Oxford Dictionary of Statistics:

Royal Statistical Society

Top

Variant: RSS The Royal Statistical Society has about 6 500 members across the world. It is the earliest established of all the world's Statistics societies, having been founded as the Statistical Society of London by Babbage and others in 1834. The stated purposes of the RSS include: (i) to nurture the discipline of Statistics by publishing a journal, organizing meetings, setting and maintaining professional standards, accrediting university courses and operating examinations, (ii) to promote the discipline of Statistics by disseminating and encouraging statistical knowledge and good practice among producers and consumers of Statistics and in society at large. The Society publishes the Journal of the Royal Statistical Society (currently in three series, A, B, and C).

The Society awards the Guy Medal in Gold to persons 'judged to have merited a signal mark of distinction by reason of their innovative contributions to the theory or application of Statistics'.
External Links:

 he Royal Statistical Society (RSS) is a learned society for statistics and a professional body for statisticians in the UK.
Contents

History

It was founded in 1834 as the Statistical Society of London (LSS), though a perhaps unrelated London Statistical Society was in existence at least as early as 1824.[1][2] At that time there were many provincial statistics societies throughout Britain, but most have not survived. The Manchester Statistical Society (which is older than the LSS) is a notable exception. The associations were formed with the object of gathering information about society.[3] It was many decades before mathematics was regarded as part of the statistical project.[4]

Key figures

Instrumental in founding the LSS were Richard Jones, Charles Babbage, Adolphe Quetelet, William Whewell and Thomas Malthus. Among its famous members was Florence Nightingale, who was the society's first female member in 1858. Stella Cunliffe was the first female preseident.[5] Other notable RSS presidents have included William Beveridge, Ronald Fisher, Harold Wilson and David Cox: see also Presidents of the Royal Statistical Society. The current president is Valerie Isham.

Royal Charter

The LSS became the RSS (Royal Statistical Society) by Royal Charter in 1887, and merged with the Institute of Statisticians in 1993. Today the society has 7,200 members around the world, of whom some 1,500 are professionally qualified, with the status of Chartered Statistician (CStat). In January 2009, the RSS received Licensed Body status within the UK Science Council, and since February 2009 Chartered Statisticians have been able to apply for Chartered Scientist (CSci) status.
Unusually among professional societies, all members of the RSS are known as "Fellows" — fellowship is nowadays not usually used as a post-nominal mark of distinction. However, before the 1993 merger with the Institute of Statisticians, Fellows did often use the post-nominal letters FSS. This merger enabled the Society to take on the role of a professional body as well as that of a learned society; use of the unearned FSS qualification was viewed as inappropriate[6] and strongly discouraged, and it became less common.
The post-nominal letters FRSS are sometimes seen, but this is a simple mistake.

Structure

The RSS has premises, including offices and meeting rooms, situated in the London Borough of Islington close to the boundary with the City of London, between Old Street and Barbican stations.
The Society has twenty-two local groups in the UK, together with a variety of topic-related sections and study groups. Each of these sections and groups organizes lectures and seminars on statistical topics.
The University of Plymouth was selected by the Royal Statistical Society in October 2008 to become the host institution for its Centre for Statistical Education (RSSCSE) from August 2009.

Function

The Society has been particularly engaged with the passage of the Statistics and Registration Service Act 2007, having long argued for legislation on statistics.

Events

The RSS organises an annual conference; the three most recent being held at the University of Nottingham in September 2008, the University of Edinburgh in September 2009, at which the Society's 175th anniversary was celebrated, and September 2010 in Brighton. The Society awards Guy Medals in Gold, Silver and Bronze, in honour of William Guy.
The RSS team reached the finals of University Challenge: The Professionals 2006, where they were beaten 230 to 125 by a team from the Bodleian Library, Oxford.

Publications

Significance magazine
It also publishes the Journal of the Royal Statistical Society, which currently consists of three separate series of journals whose contents include papers presented at Ordinary Meetings of the Society, namely Series A (Statistics in Society), Series B (Statistical Methodology) and Series C (Applied Statistics), as well as a general audience magazine called Significance published in conjunction with the American Statistical Association.

See also

References

  1. ^ Statistical Illustrations ... of the British Empire, London Statistical Society, Third Edition, 1827
  2. ^ Willcox, WF (1934) "Note on the Chronology of Statistical Societies", Journal of the American Statistical Association, 29, 418–420
  3. ^ Hilts, V.L. (1978) "Aliis Exterendum, or the Origins of the Statistical Society of London", Isis, 69,(1), 21-43.
  4. ^ Aldrich, J. (2010) "Mathematics in the London/Royal Statistical Society 1834-1934", Electronic Journ@l for History of Probability and Statistics, 6, (1).
  5. ^ "First woman RSS president, Stella Cunliffe, dies - RSSeNEWS". Royal Statistical Society. 26 January, 2012. Retrieved 12 February 2012. "It is with sadness that we report that Stella Cunliffe, who was our first woman president, has died at the age of 95."
  6. ^ Professional membership pages on the RSS website: http://www.rss.org.uk/site/cms/contentChapterView.asp?Chapter=11 and http://www.rss.org.uk/site/cms/contentviewarticle.asp?article=495

External links

Video clips


2012年4月13日 星期五

THE HAND THE HEAD AND THE HEART OF MAN GO TOGETHER



Tony 轉些日寇殘殺人的照片來
我想起的是1990年在上海某大旅館書店中
中國官方的控訴64天安門學生  軍人被殺等的照片之殘忍 類似
---
我的日文老師七十歲想寫俳句
這幾年來利用 台北市政府的刊物之照片
寫了三百多首
今天除了芭蕉的作品 當然 奧之細道的石寺等是很難用文字表達的
也錄了司馬遼太郎到台灣時  逢尾牙
一些人寫的俳句.....
---

好像是刻在石板上的迴旋詩:FINE ART IS THAT IN WHICH THE HAND THE HEAD AND THE HEART OF MAN GO TOGETHER

唐女士的倫敦 ; 9/10
轉其中一張圖給Bill 這是他的書之精華
戴明修練IIW. W. Scherkenbach

2012年4月2日 星期一

全球通信4G的規格不一 所造成的顧客訴怨問題New iPad Sparks Debate Over 4G Overseas


現在人們雖然很少大談標準化在促進國際貿易的貢獻  如戴明博士在 Out of the Crisis  一書中所說的
然而我們的生活是缺不了它的
譬如說最近的全球通信4G的規格不一 所造成的顧客訴怨問題:

New iPad Sparks Debate Over 4G Overseas
Apple faced complaints in several countries that its new iPad is incompatible with fast 4G cellular networks outside North America.

2012年4月1日 星期日

a student of W. Edwards Deming 引言 待查

 此一引言 待查

 A lot of conventional wisdom is similar. The American myth that CEOs are somehow to credit for the entire performance of their companies, for example, is unsupported by any data whatsoever. W. Edwards Deming, the statistician who created the Total Quality movement, said that no more than 10% of a company's performance could be attributed statistically to the CEO, and then only in highly unusual cases.Our Intuitive Knowledge Isn't Always Right!



Assessing quality
SDTimes.com
Any serious study of quality work must include appreciation of the work of W. Edwards Deming, a statistician who studied management methods for maximizing ...



Gingrich, under the weather, on gasohol, dogs and amateur paleontology
Capital New YorkHe also has a music-education video out with his wife, Callista, and is an amateur paleontologist and is a student of W. Edwards Deming, from whom he once ...


E10, sometimes called gasohol,乙醇汽油 is a fuel mixture of 10% anhydrous ethanol and 90% gasoline that can be used in the internal combustion engines of most ...

paleontology - 古生物學Paleontology - Wikipedia,


Change comes to a paper
Albany Times Union
The brilliant management guru W. Edwards Deming, whose teachings in the mid-20th century revolutionized the way businesses worldwide pursued success, ...

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