2012.10.14 今天是Dr. W. Edwards Deming (1900-1993) 的112歲冥誕。我們華人戴明學院的慶生選在這兒辦，是想結合陳寬仁老師80歲祝福會的，想一箭雙鵰。
所以讓我先講點 Dr. Deming的故事:原先想報告2008年Bill Scherkenbach 給我看的一檔案， 是他1972-73年在紐約大學上課時，Dr. Deming所發的講義/補充教材，而沒有Bill 的筆記。
後來，我又想到，或許講講Dr. Deming 在1980年的一些故事，也是很有意思的。
Shewhart, Walter A (1930). Economic Control of Quality of Manufactured Product/50th Anniversary Commemorative Issue. American Society for Quality December 1980.
它的譯文請參考: 《 戴明博士文選: 統計品管到淵博知識》The Essential Deming
1980年 6月24日美國NBC電視公司的重要廣播If Japan Can...Why Can't We (white paper). 這節目台灣也播出過，還出過書。陳老師有錄影帶。
3. 他開始活躍於美國產業界，顧問工作繁忙，同時推廣其"一周 (四天)的研習會"。
5.他多年來一直準備 (至晚從1979年開始寫)的書 Quality Productivity and Competitive Position，接近完成::1982正式出版試用版，平裝。 .....他的寫作方式
David Salsburg wrote:
- "He was known for his kindness to and consideration for those he worked with, for his robust, if very subtle, humor, and for his interest in music. He sang in a choir, played drums and flute, and published several original pieces of sacred music."
If Japan Can... Why Can't We?
From Wikipedia, the free encyclopedia
(Redirected from If Japan can... Why can't we?)If Japan can... Why can't we? was an American television episode broadcast by NBC News as part of the television show "NBC White Paper" on June 24th, 1980, credited with beginning the Quality Revolution and introducing the methods of W. Edwards Deming to American managers (producer: Clare Crawford-Mason , reporter: Lloyd Dobyns ).
The report details how the Japanese captured the world automotive and electronics markets by following Deming's advice to practice continual improvement and think of manufacturing as a system, not as bits or pieces.
BackgroundDuring the 1980s, Japan was seen to be a manufacturing powerhouse while American industry was struggling to keep pace. It was strongly believed that Japanese manufacturing techniques were uniquely developed for and suited to the Japanese culture, and thus unsuited for American culture.
The release of the whitepaper showed that the Japanese techniques were, in fact, taught to Japanese manufacturers by an American (Deming), whose beliefs had been largely ignored by American management.
ExcerptsLloyd Dobyns (narrator): We have said several times that much of what the Japanese are doing is what we taught them to do. And the man who did most of the teaching is W. Edwards Deming, statistical analyst, for whom Japan’s highest industrial award for quality and productivity is named. But in his own country he is not widely recognized. That may be changing. Dr Deming is working with Nashua Corporation, one of the Fortune 500, a company with sales last year of more than $600,000,000. Deming was hired in late 1979 by Nashua’s Chief executive, William E. Conway.
Bill Conway: And of course our major supplier of copier machines was a Japanese company. And so we saw the advantages of how many things the Japanese companies were doing. And we heard about Dr Deming. And so we got under way with our quality program with Dr Deming.
Dr Deming: They realized that the gains that you get by statistical methods are gains that you get without new machinery, without new people. Anybody can produce quality if he lowers his production rate. That is not what I am talking about. Statistical thinking and statistical methods are to Japanese production workers, foremen, and all the way through the company, a second language. In statistical control you have a reproducible product hour after hour, day after day. And see how comforting that is to management: they now know what they can produce, they know what their costs are going to be.
Bill Conway: Many of these programs on statistics have died in American companies because they didn't get the top management support. Now, why top management does not believe that this is the way the Japanese have improved their industry over the last 30 years I don't know.
Dr Deming: I think that people here expect miracles. American management thinks that they can just copy from Japan—but they don't know what to copy!
Lloyd Dobyns: But one part of Deming’s program is not likely to please them. He insists that management causes 85% of all the problems.
Dr Deming: I ask people in management what proportion of this problem arises from your production worker. And the answer is always: All of it! That’s absolutely wrong. There’s nobody that comes out of a School of Business that knows what management is, or what its deficiencies are. There’s no one coming out of a School of Business that ever heard of the answers that I'm giving your questions—or probably even thought of the questions.
Quality Productivity and Competitive Position [Paperback]
W. E. Deming (Author),
- Paperback: 373 pages
- Publisher: Massachusetts Inst Technology (June 1982)
nezhmet.wordpress.com/tag/deming-prize/ - Cached14 Jul 2008 – Posts about Deming Prize written by nezhmet. ... Chess History,
似乎紐約大學自設一種Deming Prize 獎品是一本書
Dr. Deming was 90 years old when I got the award in May of 1991! The typo in my handwritten last name did not bother me.
Dr. Deming passed away a few years after (20 December 1993) I received this accolate.
An award from Dr. W. Edwards Deming, NYU, 1991.