How poor are they that have not patience. 綠主張 自稱為戴明的學生 戴明語錄(林公孚輯譯)

今天我與錦坤兄相談約兩小時 當然會談到我們的專業"品管"等問題
我原不想多談它  不過我回來之後 翻閱 綠主張月刊 ( 第104期2012.5 ) 有感而發
這份刊物全彩 約32頁 採用再生紙   黃豆油墨  封底提醒讀者/會員要資源再利用......

綠主張幾乎篇篇可讀(這已很不簡單)  不像我每月收到的品質月刊或隔月(或每季)收到的英文工業工程學刊那樣令人不可及----- 前者幾乎無學術價值又不好玩  後者都鑽牛角尖的論文 很乏味/

 綠主張月刊多本土相關的議題文章(基因改造種子  瘦肉精.......) 每期也多會有海外的介紹  這期介紹瑞典的公立/福利 老年"養生村般的樓房"  本期還有三頁懷念他們過世三年的"會友"  雖然有些缺點 然而是真情---妙的是 品質學會的老會長 宋文襄將軍過世 紀念專刊的錢是家屬捐的.......


錦坤兄的印象是品質學會已盛極而衰  他以前當主管時都鼓勵下屬去取得工程師/技術員之認證.......我說現在學會有許許多多的任證課程  包括軟體測試 (30年前我在ERSO即有文介紹它 當時歐美已很成熟  我們當時有台鐵售票系統等等許多案子都碰到它.......) 我比較在意的是台灣要學日本 將新主題寫成書該領域才會進步



 (最近某公司跟他諮詢許多可靠性的問題 他說那些都是我們30年前在電子工業研究所ERSO 注意過的 ) 我與錦坤兄談 行業相關的"固有知識"問題  譬如說 IEEE 的IC可靠性和失效刊物
出版超過50年了...... 大部分寫文章的人  多好高鶩遠 喜歡奢談口號和抽象名詞........



自稱為戴明的學生

 上過戴明課的就可說自己是戴明的學生

Healthcentric Partners Opens as Engagement Strategy and Marketing Consultancy

Former Healthways Executive to Lead Firm Focused on Sustainable Engagement for Employee Health and Well-Being Improvement

There is no question that the industry has a big challenge with the “Engagement Gap,” even though most programs are offered at no charge, and many include participation incentives.

Naples, FL (PRWEB) May 03, 2012

Healthcentric Partners, Inc. starts business today as an engagement strategy and marketing consultancy focused on employee health and well-being improvement initiatives. Frank Hone, former Director of Sustainable Engagement at Healthways, will serve as Managing Director.
The firm’s specialty is helping employers, both directly and through their vendor and health plan partners, to overcome the growing challenge of poor employee health engagement.    Healthcentric Partners supports customers with strategy development and communication planning using consumer insight and principles of healthcare advertising proven effective in motivating behavior change.
“Our view is that the same sort of marketing power that builds consumer brands has the potential to ignite and energize health and well-being improvement and overcome the rational and emotional barriers to health behavior change. We also need to instill more of a business emphasis to well-being programs – there needs to be strategic focus, realistic expectations, effective delivery and meaningful metrics”, Mr. Hone stated.
In their 2011 survey of US employers, Towers Watson reports that 66% of employers claim that “employees’ poor health habits” are the top challenge to maintaining affordable health coverage, and 74% state they would like their health plan to do more to help change member behavior relative to making healthy lifestyle decisions.
These data represent the clear frustration of employers about the lack of progress in achieving effective engagement for available programs. Most companies – customers and vendors alike – are simply stymied about how to address the lack of participation and follow-through.
Mr. Hone notes, “There is no question that the industry has a big challenge with the “Engagement Gap,” even though most programs are offered at no charge, and many include participation incentives. This general disinterest in self-improvement comes when some 70-75% of health conditions are thought to be lifestyle and behavior related, and more than half the population has some sort of chronic condition. Most employers truly desire a healthier and more productive workforce, but achieving this requires smart and relevant engagement strategy and marketing matched with the right program offerings.”
Frank Hone brings many years of consumer advertising and healthcare marketing expertise to the consultancy. His recent engagement strategy experience with Healthways adds to his thought leadership in the areas of healthcare consumerism and direct-to-consumer (DTC) advertising.
His past career includes many years with Ogilvy Healthworld, Medicus Consumer/DMB&B and other New York-based consumer healthcare advertising agencies. He also studied with W. Edwards Deming during graduate work at Columbia Business School and applies his principles of quality and process improvement to the firm’s engagement strategy projects.
His 2008 book, Why Healthcare Matters: How Business Leaders Can Drive Transformational Change is an Employer's Guide to Healthcare Consumerism. It looks at the business and cultural dynamics that contribute to today's healthcare crisis, while providing market-based ideas and solutions for employers. It offers strategic and practical guidance for America's business leaders to be more proactive and engaged in addressing health improvement and behavior change in their own companies.

戴明語錄(林公孚輯譯):  http://lingf.blogspot.com/

我以後有空再找出其出處或找出另外譯本  我以前的某一blog也有一些

溝通(Communication) 90.1.23
打破部門間的障礙。研究、設計、銷售及生產部門的人員應協力合作猶如一個團隊，以預見產品與服務在生產與使用時可能遭遇的問題。
(Break down barriers between Departments. People in research, Design, sales and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.)
釋義：鼓勵研究、設計、銷售及生產部門的人員跨部門合作，不斷提供能滿足顧客要求的 產品，服務顧客。

競爭(Competition)(1)
經濟學家將我們導向歧途，他們告訴我們激烈的競爭是解決之道。使我們憂心於增加市場佔有率，試圖剷除同業，卻忽略了要創造更好的產品。
(Economists are leading us down the wrong path. They tell us that fierce competition is the solution. We worry about increasing market share and we try to kill off colleagues in the same industry, instead of making better products.)
釋義：以合作代替競爭，共同創造優質產品服務顧客，才是最佳致勝之道。
競爭（Competition）（2）
競爭導致損失，人們凡事採拔河態度處理，徒耗體力而已，他們將一事無成。
Competition leads to lose, people pulling in opposite direction on a rope ,they go nowhere.
釋義：競爭的結果是分勝負，合作的結果是創雙贏，故凡事應從合作方向思考，在此一思維下，目前商場上買賣雙方的關係已有顯著的改變，依據資料顯 示：「現在的買主與供應商之間已有新的合作趨勢，未來三、四年以後才需要的重要零件，92％已由供應商、設計師、工程師、採購、製造、銷售部門所組成的小 組進行開發」可資證明。


顧客(Customers)(1)
顧客是生產線上最重要的一部份；沒有他們，就沒有生產線。品質的改進涵蓋整個生產線：從進料、到交貨給顧客，以及為未來產品與服務的再設計。
(The customer is the most important part of the production line. Without him, there is no production line. Improvement of quality envelops the entire production line, from incoming materials to the customer, and redesign of the product and service for the future.)
釋義：生產/服務的一切作為，均應以顧客導向，戴明用以表示從進料到顧客之間的著名的整體生產系統流程圖，就作了最佳的說明。

顧客(Customers)(2)
除非是以產品品質的角度來衡量，「價格」才具意義。但這樣還不夠，除非能夠與顧客的需求掛鉤，優良與均一的品質才具意義。
(Price has no meaning except in terms of the quality of the product. But that is not enough. Good and uniform quality have no meaning except with reference to the customer’s needs. )
釋義：凡事均應以顧客為重，應從顧客觀點，製造產品與定價。他指出：「界定品質難在將使用者的未來需要轉換為可量測的特性，依此從事產品設計，再產生顧客願意付的價格」 。

教育(Education)(1)
我發現一般人對教育的恐懼；人們害怕選課，因為可能選得不對，我的忠告是先選它，其後再找出何者是適切的。你不會知道什麼可能用得上，或可能會需要什麼。一心想著必須務實的人不會做得長久，誰曉得什麼叫做務實？協助人們從事改進，我是指「每個人」。
I find a general fear of education. People are afraid to take a course. It might not be the right one. My advice is take it. Find the right one later. . . .You never know what could be used, what could be needed. He that thinks he has to be practical is not going to be here very long. Who knows what is practical? Help people to improve. I mean everybody.
釋義：接受教育，充實智能，從事改進，才是務實之道，戴明指出：「要取得競爭地位的優勢，就必須紮根於知識 •••每個人都有責任重建西方工業，我們也都需要新的教育，管理者更必須重新學起」。
教育（Education）（2）
為每人建立有活力的教育與自我改進方案。
(Institute a vigorous programme of education and self-improvement for everyone.)
釋義：領導者要能引導所屬人員學習，並為他們建立不斷學習的環境與與提供所需資源。

訓練（Training）
建立在職訓練制度。
(Institute training on the job.)
釋義：用新觀念、新方法執行員工在職訓練工作，訓練工作要先從管理階層做
起，訓練的內容要看重在瞭解從進料到交貨給客戶的每一「過程」及其「變異」，教導員工工作所需的工具與技術，使他們能運用新技術、新工具來解決工作上的問題。

評估(Evaluation)
我們大多認為，若是我們不評估你，你就不會受到激勵而把工作做得更好；所以我們查問你、衡量你，將你與他人比較並試圖為你排列名次。取而代之的是，我們需 要提昇自尊，樂在工作並以我們所做的為傲，因此我們應鼓勵人們創新，對工作有所貢獻。如果我們摧折你，你便是被羞辱了，而為你排列名次就是在摧折你。
(Most of us assume that if we don’t evaluate you, you won’t be motivated to work better. So we interview and measure you, compare you to others, and try to place you in a ranking. Instead we need to promote self-esteem, joy in work and pride in what we do, so that we encourage people innovate and contribute to the job. If we destroy you, you are humiliated. Ranking you destroys you. )
釋義：系統與人員間的互動有效性，影響工作績效的程度可達90%-95%，人在系統中工作，不能改變系統，但卻要以此考核他的績效，並據以排列名次，不是很不公平嗎？「尊重個人」是戴明理念中最重要的一項，故有不宜予以衡量
評等之看法。

恐懼(Fear)(1)
恐懼造成極大的折損。它無處不在，奪去人們的驕傲，傷害他們，剝奪他們對公司奉獻的機會，很難相信當你不放鬆恐懼時會發生什麼事。
(Fear takes a horrible toll. Fear is all around, robbing people of their pride, hurting them, robbing them of a chance to contribute to the company. It is unbelievable what happens when you unloose fear.)
釋義：員工只有處在有安全感的工作環境，才會有好的工作表現。恐懼會使人因怕犯錯而怯於任事，或怕受責而掩過飾非，因而限制了他們發揮潛能的機會，除非員工對他的工作有安全感，否則必難賣命工作。

恐懼(Fear)(2)
凡有恐懼之處，就會有錯誤數字。
(Where there is fear, there will be wrong figures。)
釋義：為害怕受到責難,人們常會用假數字來掩飾真相，逃避責任。

改進 (Improvement) (1)
執行一項試驗的唯一理由是改進過程，改進品質與下次的運作數量或是次年的收穫。在科學與工業方面的重要問題是「如何」以及「在何種條件下」，觀測值會對是否改變過程以達成改進所做的理性決策有所貢獻。因此，觀測記錄必須包含任何人可能需要用來做預測的所有資訊。
(The only reason to carry out a test is to improve a process, to improve the quality and quantity of the next run or of next year’s crop. Important questions in science and industry are how and under what conditions observations may contribute to a rational decision to change or not to change a process to accomplish improvement. A record of observations must accordingly contain all the information that anyone might need in order to make his own prediction.)
釋義：改進過程是重點，好的過程才會產生好品質、好產量的結果，做好它要靠完備的觀測記錄，使負責改進者知「如何」改，以及「在何種條件下」改。

改進 (Improvement) (2)
一個健康的，運作良好的公司是處於最佳地位改進它的管理、產品與服務，如此可以對他自己的經濟福祉以及我們其他人有所貢獻，況且它也是最有義務要改進者。 事實上，一個獨佔事業最有可能年年從事不斷改進，而且它也肩擔追求改進的最大義務；一個艱困的公司只能想著如何存活。
(A company that is healthy, doing well, is in excellent position to improve management, product, and service, thus to contribute to the economic welfare of itself and to the rest of us, and moreover has the greatest obligation to improve. A monopoly is in fact in the best possible position to improve year by year, and has the greatest obligation to do so. A company that is on the rocks can only think of survival.)
釋義：改進時機最好在企業處於最佳情況時為之，不能等到組織經營狀況惡化時才做，那是像救火，智者不取，要在組織體質佳時做，這是防火，智者當為。

改進 (Improvement) (3)
「滅火」並非改進。找出失控點，找出特殊肇因並將之去除，只是將過程帶回它原先所在的位置，並不是過程的改進。
(Putting out fires is not improvement. Finding a point out of control, finding the special cause and removing, is only putting the process back to where it was in the first place. It is not improvement of the process.)
釋義：消除失控點只是治標，改進要以設計與過程為重，對品質或系統作持續改進，才是治本之道。

改進 (Improvement) (4)
因為我們所做的是錯的，即使我們盡最大的努力，辛勤工作，我們也正在失去優勢。
(We’re losing ground because what we are doing is wrong, even though we work very hard and give our best effort.)
釋義：錯誤原因是捨本逐末，不知設計品質、過程品質與系統品質才是從事改進的正路。

樂在工作(Joy in work)
我喜愛我的工作，它對我而言是有趣的，但願美國的管理者能不斷的學習與成長，我願繼續學習並與他們分享。??戴明在被問及為何每週要花五到七天旅行、教學、顧問以及提供四天的研討會給數以百計熱情的學生們時，所做的回答。
(I love my work. It’s fun for me. I wish American management to keep learning and growing and I wish to keep learning and sharing with them.--When asked why he spends five to seven days per week traveling, teaching, consulting and giving 4-day seminars to hundreds of enthusiastic students, this was Dr. Deming’s reply.)
釋義：戴明天性屬於能樂在工作且以工藝為榮的人，其弟子謝爾肯巴赫(W.W.Scherkenbach)曾說：「 我以為，如果要用一句話來總結戴明的理念，那該是：”透過工藝之樂，達到自主之喜悅”」。何況他更以挽救美國經濟為己任，老而彌堅，故出此語。

知識(knowledge)(1)
系統的深厚知識來自外部，甚少由內部產生，你可曾在任何組織內部發現具有深厚知識的人？我從未發現。
(Profound knowledge of a system comes from outside, rarely from the inside. Have you ever found someone who has profound knowledge inside an organization? I never have.)
釋義：系統的深厚知識是指改進一個系統所需的知識，外部專家，見多識廣，常勝於內部專家。
知識(knowledge)(2)
知識是無可取代的。
(There is no substitute for knowledge。)
釋義：知識為管理力量的重要來源之一，沒有深厚知識為基礎的管理行動，常出現外行領導內行現象，焉有不敗之理。
領導(leadership)(1)
排除恐懼，如此每個人將可有效地為公司工作。
(Drive out fear, so everyone may work effectively for the company.)
釋義：恐懼感會使人因害怕失敗而不敢嘗試創新。

領導(leadership)(2)
消除工廠裡的工作標準(配額) ，以領導代之。
(Eliminate work standards (quotas) on the factory floor. Substitute leadership.)
釋義：工作標準是否能夠達成之關鍵要素為：人員、物料、機器、方法及環境等要素之組合，它的成效之關鍵在領導者，以領導代之，是務本的做法。

領導(leadership)(3)
拋棄目標管理，取消數字管理，數字標的，廢除評等制度與排定人員等級，以領導代之。
(Eliminate management by objective。Eliminate management by numbers，numerical goals。Abolish the merit system and the ranking of people。Substitute leadership。)
釋義：戴明指出：「把人、團隊、銷售員、事業部等都予以排序，獎賞得分高而處罰得分低者。把排序制度演化成所謂”人員年度考核制”。結果造成衝 突、士氣低落、生產力下跌，品質差，壓抑了創新」。我們應知，計畫目標之擬訂與達成，常受外在環境與內在關鍵要素之影響，故先天上，數字目標有其不可靠 性，何況還可能造假。人事考評之不宜，在先天上未認清大多數問題與改進，在於系統與過程本身，不在個人或小組。而人事考評依靠外在激勵而非內在激勵，故功 效原不大，況且須由公正、明智而理性的考核者執行才能發揮其應有功效，這種條件實不易得。遂有先天不足，後天失調現象。故目標、數字與考評，均會無法達成 所預期的目的，唯靠系統內全員合作，致力於創新與成長，才會有
好結果。

領導(leadership)(4)
判斷一個系統各部分時應視其對系統的貢獻，而非它的個別表現。每一部分對整個系統的健康與福祉均負有責任。
(Judge each part of a system by its contribution to the system, not for its individual performance. Each part is responsible for the health and well-being of the whole system.)
釋義：考核各部門績效應以其對組織整體之貢獻度為依據，如此可避免本位主義與部門間競爭，而破壞整體力量的發揮。

領導（Leadership）(5)
建立領導風範。
(Institute leadership)
釋義：管理的工作是領導而不是監督，管理者要以領導風範協助他人把工作做得更好為目標，並將改進產品與服務品質的意圖，置於工程設計與產品生產活 動中。具領導風範的管理者，會在願景與使命感的驅使下，創造一個讓員工樂於工作與學習的環境，能不斷追求知識並鼓勵員工學習與應用新知，不斷改進工作效 能，以提升顧客滿意度。

領導（Leadership）(6)
領導者的任務是創造一個可以讓他的員工樂在工作，發揮他們的才能和潛力的環境。
（The role of a leader is to create the environment that allows people to take joy in their work, use their abilities and fulfill their potential.）釋義：領導者要創造一個可以讓員工樂在工作，且能發揮他們潛能的環境，需要尊重員工，給予適當的教育與訓練，鼓勵他們自行發掘問 題、解決問題，從而感受工藝為榮之樂。

學習(learning)(1)
學習並非強制性的，存活亦非強制性。
(Learning is not compulsory. Survival is not compulsory.)
釋義：自動自發地從工作中學習，產生創新成果，利己利人，何樂而不為。

學習(learning)(2)
我們要以快樂心情學習並在一起工作－要做得與眾不同。
We’re here to have fun, to learn, to work together－and to make a difference。
釋義：此為戴明在其所主持的研討會上常說的話

管理(Management)-(1)
我的管理理論是：當系統運作達最佳化時，每個人均有所獲。
(My theory of management says that every person gains when the system is optimized.)
釋義：管理者應是系統的建立者、維持者、與改進者，應承擔系統是否能令利害相關者滿意之責任。

管理(Management)-(2)
管理必須經常改進系統，做對整體系統最好的事，別照著一成不變的方式做事；記住，除非你跳出這個系統，否則你不會有什麼影響力的；你必須置身系統之外。
(Management must always improve the system. Do what is best for the whole system; don’t do things the way they have always been done. Remember: you can’t have impact unless you break away from the system, you must be outside of the system.)
釋義：事物好壞，絕大多數是由系統所決定，想求好者，做事不能老是一成不變。故管理者要能跳脫舊框框，從第三者角度看目前系統的運作問題，以謀求改進。

管理(Management)-(3)
在擴張中的市場，管理企業不是難事，而且可以輕易假設，經濟情況只會越來越好。期望與事實相違，回首前塵，可以發現我們正處於三十年的經濟衰退中。推算地震日期易，知道衰退難。
(It is easy to manage a business in an expanding market, and easy to suppose that economic conditions can only grow better and better. In contrast with expectations, we find, on looking back, that we have been on an economic decline for three decades. It is easy to date an earthquake, but not a decline.)
釋義：一般人常作過於樂觀的假設，但常事與願違。故經營者要常懷戒慎恐懼、步步為營精神，經營企業。

管理(Management)-(4)
管理者須是一位領導者，他須瞭解他與他的屬員的工作如何與系統契合，系統的最隹化是領導者的第一要務。體認人各有別，宜適才適所，樂其所為。
(The manager should be a leader. He should understand how his work and work of his people fits into the system. Optimization of a system is the first job of a leader. Recognize that all people are different, try fit each one in what he does best, what he takes joy in doing.)
釋義：管理者要發揮領導才能，有識人本領，用人必適才適所，使人人樂在工作，而有最佳表現。

管理(Management)-(5)
大多數人認為管理就是一連串的命令；我的理論是：系統像是一個交響樂隊，不是軍隊。樂隊中的每個人都要支持其他的演奏者；每一位演奏者要注意的不只是指 揮，還包括其他成員和整個系統，系統需要的是指揮，不是將軍；它需要一個能夠調和系統各份子之天賦與能力的人。交響樂隊裡的每一位演奏者瞭解自己是系統的 一份子，即使他演出的是獨奏；他不是在那兒吸引大家注意他的人，當他支援其他演奏者的時候，才算成功。
(Most people think of management as a chain of command. My theory says that the system is like an orchestra, not an army. Every one in an orchestra supports the other players. Each player watches not only the conductor, but also each other and the whole system. The system needs a conductor, not a general. It needs someone who harmonizes the talents and abilities of each part of the system. Each player in the orchestra knows he is part of a system，even when he plays solo。He is not there to attract attention to himself。He succeeds when he supports the other players。)
釋義：管理者要如交響樂隊指揮，工作團隊成員要如交響樂隊員般地合作無間，相互支援，以奏出美調。

管理(Management)-(6)
如果沒有管理上的文化革命，品管圈不會在美國產生所欲的效果，也沒有任何人能擔保基層員工的工作保障，足以產生高生產力與優質產品。然而，如果管理當局缺 少對員工福利的承諾，則無法激起員工對公司生產力及產品品質上的興趣的。有擔保的工作保障，管理工作變得使得更加艱難，更具挑戰性。
(Without a cultural revolution in management, quality control circles will not produce the desired effects in America. Nor can anyone guarantee that job security for the rank and file would be enough to produce high productivity and product quality. However,without a
Management commitment to the personal welfare of its workers, it will be impossible to
Inspire employees’ interest in company productivity and product quality. With guaranteed job security, management’s job becomes far more difficult and challenging.)
釋義：管理者應知：員工惟有在有工作安全感與福利措施的良好環境下，才會有最佳的表現，如何發揮領導才能，做好管理工作，應為當務之急。
管理（Management）(7)
不斷地改進產品與服務品質。
(Constantly improve the quality and services.)
釋義：組織應專注於不斷改進產品與服務品質以提升競爭力，如此才能為員工提供永久的工作機會，而達到企業永續經營的目的，在作法上不可圖近利而不作長期投資，要將創新支出列為”對品質與生產力不可搖撼的承諾”。
管理（Management）(8)
採取新的經營理念。
(Adopt the new philosophy.)
釋義：要採取TQM的理念與方法，包括以顧客為重、採團隊合作、人員參與
及賦能授權、供需雙方互利、並持續改進過程以提升品質與生產力….等方式為之。
管理（Management）(9)
僅以可見數字經營公司者會很快就失去公司，也沒有可見的數字可運用了。
(He who runs his company on visible figures alone will soon have neither company nor visible figure to work with.)
釋義：企業能否成功，常受政治與經濟環境以及難以捉摸的顧客需要變動，影響，故數字有其侷限性，七十年代的全錄公司因產品品質不良而危機四伏，但 其產品的租賃政策仍然為公司贏得了可觀的帳面利潤，若僅從帳面盈餘判斷公司的體質，那是相當危險的事。故經營者要具備敏銳的環境感應能力並了解顧客滿意度 趨勢，如此才能避免落入險境。

障礙(Obstacles)
阻礙(員工) 以工藝為榮之實現，在美國，事實上可能就是降低成本與改進品質最重要障礙之一。
(Barriers against realization of pride of workmanship may in fact be one of the most
Important obstacles to reduction of cost and improvement of quality in the United States.)
釋義：員工無法自由發揮其潛能，抑制了創造力的發揮，無形中喪失了降低成本與改進品質的機會。

最佳化（optimization）(1)
勞工與管理階層須把重點放在系統最佳化上，對於買方與賣方或供應商與經銷商之間的任何討論，其法則相同。如果在協商中你的首要目標是保護你自己，那麼你已經輸了---其他的人也要保護自己。當你與他人協力改進系統時，你收獲最多。
(Labor and management should focus on optimizing the system. For any discussion between buyer and seller or suppliers and retailers, the rule is the same. If your principal
goal in a negotiation is to protect yourself, you’ve already lost—and so has everyone else.
You gain most when you work with others to improve the system.)
釋義：要把買方、賣方、供應商、或經銷商納入管理系統之內，與他們建立供應鏈關係，共謀系統最佳化，使人人受益。

最佳化（optimization）(2)
任何團體都要時時將其所處的大系統的最佳化當作它的目標。任何未能使整個系統最佳化的事，終會導致系統中每一份子的損失。
Any group should have as its aim optimization over time of the larger system that the group operates in. Anything less than optimization of the whole system will bring eventual loss to every component in the system.
釋義：系統內的每一份子，早己自然形成利益共同體，系統最佳時，就會產生利益最大的結果。

耐心(Patience)：
沒有耐心的人多麼可悲啊！
----依阿高(壞蛋)對洛德利哥(傻瓜)之告誡，見莎士比亞的奧賽羅，Ⅱ，???。
( How poor are they that have not patience.
?lago to Roderigo，Shakespeare’s Othello，Ⅱ，???。)
釋義：成功需靠耐心。
-----

談到 "Othello"，整理點資料：

在2005年的SU：近讀些Allan Bloom談「政治、詩與莎士比亞」等，更覺得必須圍勦威尼斯（「一座色彩斑爛的美麗城市」）才行。【】
----
Bloom, Allan Shakespeare\'s Politics. With Harry V. Jaffa. 160 p. 5-1/4 x 8 1964 /Fall 1996
日譯本：Shakespeare's Politics. (1966/1981) (with Harry V. Jaffa). 『シェイクスピアの政治学』松岡啓子 訳，信山社出版，2005 
目錄：TABLE OF CONTENTS
1: Introduction: Political Philosophy and Poetry 
2: On Christian and Jew: The Merchant of Venice 
3: Cosmopolitan Man and the Political Community: Othello 
4: The Morality of the Pagan Hero: Julius Caesar 
5: The Limits of Politics: King Lear, Act I, Scene i 
Harry V. Jaffa
Acknowledgments 
Index 

----W. Edwards Deming

Principles for Transformation of Western Management

Chapter 2, Out of the Crisis

Chapter 17 Theory of Variances

“How poor are they that have not patience!” Iago to Roderigo in Shakespeare’s Othello, Act 111, Scene iii. A.

----

The title is taken from from Act III, Scene 3, lines 347--354 of Shakespeare's Othello, where Othello says: O, now for ever Farewell the tranquil mind! farewell content! Farewell the plumed troop, and the big wars That make ambition virtue! O, farewell! Farewell the neighing steed and the shrill trump, The spirit-stirring drum, th'ear-piercing fife, The royal banner, and all quality, Pride, pomp, and circumstance of glorious war!  這段，梁實秋的翻譯比較按部就班：永別了安寧的心境；永別了滿足；永別了使野心成為美德的羽軍和大戰！啊！永別了！永別了嘶鳴的戰馬，銳聲的喇叭，助威的顰鼓，刺耳的軍笛，威風凜凜的大纛，以及光榮戰爭中的一切璀爍壯麗的鋪張！
 朱生豪的翻譯比較簡麗：永別了，安寧的心緒！永別了，平和的幸福！永別了！威武的大軍，激發壯志的戰爭！啊！永別了！永別了，長嘶的駿馬，銳利的號角，驚魂的顰鼓，刺耳的橫笛、莊嚴的大旗和一切戰陣上的威儀！ …..」

----

----
懇請捐血（A Plea for Blood）
在血液銀行裡有兩種血??好血和壞血。Dr. Burchell（我的醫師），用了三份好血在我身上，他說，壞血是最後別無選擇時才用。像是你、我的朋友這種人能夠提供好血，這是單從血的來源來看。如 果是來自經常捐血以換取酬勞的捐血者，則血液幾乎是像捐血者本人一樣地相當依靠接受清洗；如果我對Dr. Burchell瞭解無誤。
換句話說，好血來自朋友和他們的朋友，用錢買不到??它是非賣品，此處我們或許曲解了一些醫學用語，但Dr. Burchell的觀點十分明確，他和其他外科醫師都需要好血，任何血型都會拿來做替換。
簡言之，我欠了三品脫的好血，報償的方法只有一種，而金錢是辦不到的。過去我並沒有珍惜這些關鍵性的要求；或許這項懇求，能使我的朋友們去捐血。
(There are two kinds of blood in the blood bank, good and bad. [My physician] Dr.
Burchell used three units of good blood on me. Bad blood, he said, is a last resort.
People like my friends and your friends can give good blood, and that is about the only source thereof. Blood from a regular donor that takes pay for it is almost dependably
pretty well washed up. like the donor himself, if I understand Dr. Burchell correctly.
In other words, good blood comes from friends and from their friends. Money can not buy it: it is not for sale.
I may have garbled some of the medical language here, but Dr. Burchell’s point was very clear. He and other surgeons need good blood. Any type will do as replacement.
In short, I owe three pints of good blood, and there is only one way to repay them.
Money won’t do it. I had not appreciated these critical requirements. Maybe this plea will bring friends to offer blood.)
釋義：好的來源，品質自然好。能用錢買到的未必是好貨，出自真誠的奉獻常有好品質。
好人要主動多做好事。

生產力(Productivity)：
持續不斷的改進生產與服務的系統以改進品質和生產力，如此可持續降低成本。
( Improve constantly and forever the system of production and service, to Improve quality and productivity, and thus constantly decrease costs.)
釋義：降低成本與提昇生產力是相輔相成，可併行不悖。

利潤(Profits)(1)
不要依賴短期的利潤來衡量系統是否健全，利潤通常無法顯示出管理之未來表現。藉少做研究與延緩維修，可輕易地顯示出較高的利潤，但受難的是系統。
(Don’t depend on short-term profits as a measure of a system’s health. They often don’t point to future performance of management. It’s easy to report a higher profit by reducing research and postponing maintenance. But the system suffers.)
釋義：只注重短期好看的公司報表利潤數字，常會以犧牲公司長遠利益為代價。

利潤(Profits)(2)
帳面利潤不會使餅變大，他們給你一片比較大塊的，你是多拿了別人的份，對社會並沒有什麼幫助。
(Paper profits do not make the pie bigger. They give you a bigger piece. You take it from somebody else. It doesn’t help the society.)
釋義：近期的帳面利潤可能只是其他支付延遲的結果，故對社會無實質助益。

利潤(Profits)(3)
紅利和帳面利潤--通常是判斷財務經理和公司首腦的準繩--並不會改進一公司或是美國工業的競爭地位。帳面利潤不足以謀生；品質與生產力之改進則可；他們的貢獻，是可以改進世界各地人類的物質生活。
(Dividends and paper profits, the yardstick by which managers of money and heads of companies are judged, do not improve the competitive position of a company or of American Industry. Paper profits do not make bread: improvement of quality and productivity do. They make a contribution to better material living for all people. Here and everywhere.)
釋義：較佳之物質生活水準，來自經營者不斷提昇其產品的品質與生產力，因深受顧客信賴而產生彼此雙贏的局面。

保護主義(Protectionism)(1)
依賴關稅和法律的保護，讓人們〝買美國貨〞只會鼓勵無能。
(Dependence on protection by tariffs and laws to “buy American” only encourages
incompetence.)
釋義：在政府保護傘下生存的企業，必缺乏競爭力，猶如寵物無法自行謀生。

保護主義(Protectionism)(2)
如果我國一些製造商能夠憑著其努力與人競爭，少花點時間遊說提高關稅或降低貿易配額，他們或許可以較不必擔心日本的競爭，而且可以帶給我們其他人一些更好 的品質及較低的價格。許多人說，他們相信企業自由競爭，但他們所指的通常是其他人的競爭，而不是與自己的競爭。
( If some manufacturers in my own country would meet competition with effort, and spend less time on lobbies to boost tariffs and to lower trade quotas. they might have less to worry about Japanese competition and could give some of the rest of us the benefit of better quality and lower prices. Many people say that they believe in free enterprise in competition, but what they often mean is competition for the other fellow, not for themselves.)
釋義：不靠政府保護的公平競爭，能驅使企業加強經營能力從事與他人競爭，進而與自己競爭。

保護主義(Protectionism)(3)
現在以我自己為例，我相信自由貿易，我不怕日本統計學家、英國統計學家、法國統計學家或任何其他統計學家，如果他們之中有誰做得較好，那我們該做的是到他 那兒去，或把他帶回我國，找出他是如何做的。我不知道有任何統計學家游說團，企圖把外國統計學家排除在外，我們能將他們引進越多，我們會做得越好。
(Now in my own case, I believe in free enterprise, and I am not afraid of Japanese statisticians, English statisticians, French statisticians, or any others. If one of them is doing a better job, then the thing to do is to go over there, or bring him to my own country, and find out how he does it. I don’t know of any statistician’s lobby to try to keep out foreign statisticians. The more of them we import, the better off we are. )
釋義：向競爭者學習或引進有能力的競爭者，與他們合作遠比將他們排除在外來的好。

品質(Quality)(1)
為什麼生產力會隨著品質改進而提昇？較少的重做，沒有那麼多浪費；對生產工人言，品質意指他的工作表現令自己滿意，令他能以工藝為榮。
(Why is it that productivity increases as quality improves? Less rework. Not so much waste. Quality to the production worker means that his performance satisfies him, provides to him pride of workmanship.)
釋義：要鼓勵製造產品的工作人員建立為自己工藝為榮的觀念，第一次就把工作做好，沒有時間與工料的浪費，生產力自然提高。


品質(Quality)(2)
品質由高階管理者開始﹍。
產品與服務的品質不會高出高階管理層的意圖。一家公司能夠成功的唯一途徑，在於高階管理層對採取措施所做的承諾。
(Quality begins at the top…. Quality of product and of service can be no better than the intent of top management. The only way a company can achieve success would be for the top management to be committed to the course of action.)
釋義：高階管理者是目標與策略的制訂者，他對所採取措施承諾之輕重，決定了產品與服務品質的優劣。

品質(Quality)(3)
停止依賴檢驗來改進品質；一開始就把品質建置進產品裡，就可無須依賴大量檢驗。
(Cease dependence on inspection to improve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.)
釋義：讓設計者做出堅耐性設計，由生產者負責品質，慎選物料供應商，做好源流管理，就可無須依賴檢驗。

品質(Quality)(4)
好品質不一定就該是高品質, 好品質意指在適應市場低成本條件下，一致性與可恃性之可預測程度。
(Good quality does not necessarily mean high quality .It means a predictable degree of uniformity and dependability at low cost suited to the market)
釋義：要以符合顧客需要，來定義品質。它的好與不好，是由市場的需要來判定。一般說來，顧客要的是均質可靠且可預測性高的產品。麥當勞的產品就具有此特色。

採購(procurement)(1)
停止依價格為基礎的決標方式。代之以最低總成本。朝向任何一項產品，都向單一供應商採購，與他們建立長期的忠誠與信任關係。
(End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier of any one item, on a long-term relationship of loyalty and trust.)
釋義：低價決標未必能得到最佳品質的產品，產品好壞除品質外，尚包括可靠度在內，故需以產品壽命週期的總成本來衡量。單一產品向單一供應商採購，是信賴其專業能力，與考量降低採購成本所致。

採購(procurement)(2)
1950年學來的日式管理﹍進料改進的最好方法是將每一供應商視為工作伙伴，秉持長期忠誠與信任的關係與他一起工作。
(Japanese management learned in 1950…that The best solution to improvement of incoming materials is to make a partner of every vendor, and to Work together with him on a long-term relationship of loyalty and trust.)
釋義：要把供應商納入生產體系，視他們為生產部門之一。

採購(procurement)(3)
與你的供應商一起工作以改進其進料的品質，與他建立長期的關係，使他從事持續改進，使品質越來越好，成本越來越低，達到雙贏的目的。
(Work with your vendor to improve his incoming quality. Establish a long-term relationship with him for continual improvement, ever better and better quality, with lower and lower costs. Both you and he will win.)
釋義：要將供應商納入為顧客提供良好產品的系統之內，視它們為第三生產部，通力合作以求雙贏。

責任(Responsibility)(1)
解雇員工造成大量失業，不再為社會所接受；失去市場和導致失業並非宿命；它們不是不可避免的，它們是人為的。
(It is no longer socially acceptable to dump employees on to the heap of unemployment. Loss of market and resulting unemployment are not foreordained. They are no inevitable. They are man-made.)
釋義：照顧員工使他們生活無虞，是經營者應盡的社會責任之一，故經營者須具備深厚的經營知識，以免犯錯。

責任(Responsibility)(2)
在美國最大的浪費就是未使人盡其才。一個人只要聽聽與生產工人開會的錄音帶，便可得知他們的挫折感以及有關他們急切要做的貢獻。儘管我們學界的批判，任何只要看到大部分生產工人所具有的表達能力，都會留下深刻印象。
(The greatest waste in America is failure to use the abilities of people. One need only listen to a tape of a meeting with production workers to learn about their frustrations and about the contribution that they are eager to make. Anyone would be impressed to observe how articulate most production workers are, in spite of criticisms of our schools.)
釋義：美國品質與生產力之低落，錯不在生產工人，而在企業經營者未能傾聽員工心聲，與善盡用人之責。

統計(Statistics)(1)
這個國家幾乎每天都有以生產力為主題的研討會，大部分與生產力的小技巧及量測法有關，如William E. Conway所說，生產力的量測就好比意外事件統計，告訴你有問題存在，但對意外事件卻冷眼以對，不謀解決。「轉危為安」一書即企圖改進生產力，而不只是 量測它。
(There are conferences almost any day in this country on the subject of productivity, mostly concerned with gadgets and measures of productivity. As William E. Conway said, measurements of productivity are like accident statistics. They tell you that there is a problem, but they don’t do anything about accidents. This book [Out Of the Crisis] is an
attempt to improve productivity. Not just to measure it.)
釋義：美國企業太過重視問題的技術面，而忽視管理面，須知不當的管理理念與作為，是造成問題的元兇，「轉危為安」一書是為協助美國企業經營者觀念轉變而寫的。

統計(Statistics)(2)
把統計的原則與技術應用在生產的各個階段，能直接以經濟方式製造出有用且有市場的產品。
(The application of statistical principles and techniques in all stages of production directed toward the economic manufacture of a product that is useful and has a market.)
釋義：生產各階段包括進料、製造、檢驗、儲存、包裝、交運均可應用統計原則與技術以提昇品質。

統計(Statistics)(3)
當製程不再受特殊原因之干擾，便是在統計的管制之下，在統計管制下的製程表現是可預測的。
(A process is in statistical control when it is no longer afflicted with special causes. The performance of a process that is in statistical control is predictable. )
釋義：在統計管制下的製程，變異呈隨機狀態，故可預測。

統計(Statistics)(4)
一位專業的統計人員，不會遵從那些無法自圓其說的方法，來取悅某些人，也無法依此方法進行推論。他重視自己的名聲與專業，更勝於輕易去同意某些不能由統計 理論保證的說法…..，如果他處理某件案子時有所偏頗不公，則他的專家事業將會破滅。「身為一個統計人員，我不能漫不經心。」這是面對法律案件或做任何其 他報告時正確的態度。
(A professional statistician will not follow methods that are indefensible, merely to please someone, nor to support inferences based on such methods. He ranks his own name and profession as more important than convenient assent to interpretations not warranted by statistical theory…. His career as an expert witness will shatter in shipwreck if he indicates concern over which side of the case the results seem to favor. “As a statistician, I couldn’t care less,” is the right attitude in a legal case, or in any other report.)
釋義：統計學家必須遵從統計理論與方法導出符合原則的結論，不可恣意玩弄數字以致被譏為最差的謊言，是識者所不取的。

統計(Statistics)(5)
大多數統計人員會想起過去非正式的的建言受到暗地中傷的事例。在任何專業都有相同的情形。一個執業中且有客戶的統計人員，想做好人卻在不利的環境下提供建言，不論他是有意還是無意。他終會發現自己要對此建言負責。
(Most statisticians can recall instances in which informal advice backfired. It is the same in any professional line. A statistician that tries to be a good fellow and give advice under adverse circumstances is in practice and has a client, whether he intended it or not;
And he will later on find himself accountable for the advice.)
釋義：統計人員運用統計方法所得之資訊向客戶建言，需對其負責。

轉變(Transformation)(1)
任何尋求轉變的管理者必須長期致力於是吸收新知識和新理念。膽怯的、優柔的、以及期待速成的人，註定要失望。
(Long-tem commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and people that expect quick results, are doomed to disappointment.)
釋義：新理念與新知識，是應付新環境變遷所必備的，欲求革故鼎新，突破現狀的管理者們，需時時注意吸取新知，並先從改變自己開始。不這麼做，必定會失敗。

轉變(Transformation)(2)
將公司裡每一個人納入完成轉變的工作，轉變是每個人的事。
(Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.)
釋義：鼓勵人人學習，用新理念、新方法、新技術/工具做事。

變異（Variation）(1)
有些領導者忘記一項重要的數學定理，假若有二十人從事某項工作，無論如何，將會有兩人落在百分之十以下；正如推翻重力律和自然律非常不易。重點不在下百分之十，而是誰在統計界線之外，誰需要幫助？
(Some leaders forget an important mathematical theorem that if 20 people are engaged on a job, 2 will fall in the bottom ten percent, no matter what. It is difficult to overthrow the law of gravitation and the laws of nature. The important problem is not the bottom 10 percent, but who is statistically out of line and in need of help.)
釋義：管理者要把重點放在逸出管制界線的作業員之表現，它是出現問題之警訊，需要採取措施以消除其肇因。

變異（Variation）(2)
有數以千計的人明白在管制界限內調查起伏狀況會造成麻煩、增加變異、導致嚴重的損失。這群同樣的人忘記了他們在工廠現場（當他們去那裡時）所學到的基本科學原則，它同樣可以運用在人的身上，人是任何公司中最重要的資產。
(Thousands of people understand that investigation of ups and downs within the control limits creates trouble, increases variation, causes severe loss. These same people forget the basic scientific principles that they have learned [when they go onto] the factory floor; those same scientific principles apply to people. People are the most important asset of any company.)
釋義：沒有任何事由任何人來做會完全相同，只要它們沒有超出許可範圍內就不要斤斤計較有否變異。對人要予以尊重，因為他們是組織的最重要資產。

變異（Variation）(3)
統計方法的作用是指出特殊原因的存在，在管制圖上超出界線的某一點或是實驗/測試中的某個重要結果，它不外指出一個或多個特殊原因的存在。點在管制狀態下，或未顯示任何顯著變化，則表示只剩下一般的變異原因。
(What statistical methods do is to point out the existence of special causes. A point beyond limits on a control chart, or a significant result in an experiment or test,
Indicates almost certainly the existence of one or more special causes. Points in control,
or showing no significance, indicate that only common causes of variation remain.)
釋義：形成變異的原因有二，其一為一般原因：係由系統不良所造成；其二為特殊原因：可歸咎於人、材、機器之方法、環境等因素造成，管制圖的功能在偵檢問題之肇因，以謀解決。

變異（Variation）(4)
管理者必須把注意力集中在變異性及錯誤的平均水準上.......變異性的一般原因常與特殊原因同等重要。一般原因影響到所有的機器和操作員，只有管理者 能改變一般原因，操作員則否。不論一位操作員或是領班在他自己工作崗位表現多麼好，假若他被微弱的燈光、太不穩定或不適用的原料、或由任何其他一般原因所 妨礙，都可能使他徒勞無功。這就是為什麼管理者必須不斷承擔發掘一般原因之責任，並在經濟許可的情況下，將之剔除。
(Management has the obligation to focus attention on common causes of variability and wrong average level…. Common causes of variability are often as important as specific causes. Common causes affect all machines and all operators. Only management can change a common causes, the worker can not. No matter how well an operator or a foreman does his work, his efforts may be ineffective if he is handicapped by poor light, raw material that is too variable or otherwise unsuitable, or by any other common cause. This is why management must continually accept the responsibility to find common causes, and to eliminate them if economically feasible.)
釋義：造成錯誤的一般原因係由工作環境、機器、材料、人員、方法、制度等因素所造成，若工作環境不佳，進料不良，都會影響品質。只有管理者有能力改變或消除它，故應由管理者負責。

缺點（defect）(1 )
缺點不是免費的，犯錯者就得為它付出代價。
(Defects are no free, somebody makes them, and gets paid for making them.)
釋義：缺點表示未達成特定用途之要求，自然產生令顧客不滿的結果，其所造
成的損失是不言可喻的。

工作(Work)：
任何有工作的人都有權以他的工藝為榮。
(Anyone with a job is entitled to pride of workmanship.)
釋義：要讓員工自行發揮創意，使他們能以自己的工藝成就為榮。

其他引語(Other quotations)：
對蠢人來說，「智慧」聽起來很蠢。
(Wisdom sounds foolish to fools.)
釋義：夏蟲不可語冰，因其不在它們經驗領域之內。