「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.

2013年10月31日 星期四

品質眾生相(169-170): 東海大學路思義教堂50周年/ 中國國產汽車質量大幅提升


品質眾生相(170):

 路思義教堂 (ii)

路思義教堂屹立半世紀

世界日報 - ‎13小時之前‎
東海大學路思義教堂沒有任何一根橫梁立柱,四片雙曲斜牆面的交織結構,平均分散重量,完全靠人工精算,一磚一瓦打造。(圖:東海大學提供). slideshow. 東海大學的路思義教堂今年滿50歲,這座「拋物雙曲面」的薄殼式建築,完全靠人工精算一磚一瓦打造,建築最薄 ...

路思義教堂五十周年師生齊慶祝

中廣新聞網 - ‎2013年10月30日‎
由國際知名建築師貝聿銘所設計的東海大學路思義教堂,今年滿五十周年。校方在五十八年校慶活動期間,也舉辦系列攝影展、老照片展,介紹這座台灣的著名地標。東海大學學生更自發性的邀請同學、校友及路人,在世界各地搜集愛東海行動照片,獲得踴躍迴響。

路思義教堂50週年東大歡慶

聯合新聞網 - ‎2013年10月30日‎
東海大學著名的地標路思義教堂今年歡度50週年慶,又逢東海大學58週年校慶,從月底起將展開1整個月的慶祝活動。 著名的地標「路思義教堂」今年歡慶50週年,校方今天表示,這不只是東海大學的盛事,也勾起台灣千萬人的回憶。 在東海大學歡慶58週年校慶的同時, ...

台灣/國際地標路思義教堂歡慶50周年東海大學朝向綠色博雅大學邁進

中央日報 - ‎2013年10月30日‎
東海大學有座美麗的路思義教堂,是台灣著名的國際建築地標,今年屆滿50年周年,又適逢58周年校慶,該校以路思義教堂的系列感恩慶祝活動,介紹這座歷史建築與人文,要讓更多人認識東海大學的精神象徵。 今(30)日在東海大學藝術中心舉辦校慶記者會(圖一), ...

台中東海路思義教堂今年50周年

聯合新聞網 - ‎2013年10月29日‎
東海大學路思義教堂,今年滿50周年了。校方在校慶期間,舉辦一系列攝影展、老照片展,要介紹這座台灣的著名地標之一。 路思義教堂1963年完工,是國際知名建築師貝聿銘設計,最特別的是它是一棟「拋物雙曲面」的薄殼式建築,完全靠工人一磚一瓦打造,整棟建築 ...

教堂屹立半世紀陸生稱羨東海自由學風

台灣大紀元 - ‎9小時之前‎
建校初期的傳教士練馬可在1999年離校,高齡80,也從美國返台,見證教堂近半世紀風華。(記者黃玉燕/攝影). 【記者黃玉燕/台中報導】台中地標「路思義教堂」建堂50年,東海大學58周年校慶同時,也舉辦路思義教堂特展、攝影藝術創作展,紀念這座屹立大肚山 上, ...

路思義教堂50歲老照片說故事

人間福報 - ‎2013年10月30日‎
【本報台中訊】台中市東海大學的路思義教堂,今年滿五十周年,這座「拋物雙曲面」的薄殼式建築,由著名的美國華裔建築師貝聿銘、台灣建築師陳其寬共同設計,整棟建築最薄的地方只有二十公分。校方即日起在台中市秋紅谷推出「半世紀的相逢:路思義教堂五十周年特 ...

東海「路思義教堂」50周年半世紀故事系列活動起跑

ETtoday - ‎2013年10月30日‎
東海大學著名地標「路思義教堂」今年歡度50週年慶,又逢東海大學58週年校慶,從十月底起將展開1整個月的慶祝活動。系列活動的首場,由高齡93歲的周 聯華牧師(東海第三、五、七任董事長)揭開序幕,講述「路思義家族與教堂的故事」。 10月16日,夜幕低垂的傍晚7 ...


調查:中國國產汽車質量得到大幅提升


車諮詢公司J.D. Power週四發佈的調查報告顯示,今年中國本土汽車品牌的質量有了長足進步,已經明顯拉小了與國際競爭對手之間的差距。

該公司中國區副總裁梅松林表示,2013年中國國產汽車品牌的質量實現顯著的改善,這將有助於提升國產車製造商今後的銷量。

一項對國產車車主開展的調查顯示,2013年每100輛車出現155個問題。2012年這一數字為212個。

問題總數看似較高,部分原因在於該調查不僅將重大故障考慮在內,也涵蓋了較小的設計缺陷。

調查顯示,外資汽車品牌每100輛車出現104個問題,低於去年的117個。

據該諮詢公司稱,如果從更長時間看,國產車和外國車的差距縮小甚至更為明顯。

梅松林表示,今年國產車和外國車出現問題的次數之差由2000年的396個降至51個。

四 個國產品牌——廣州汽車公司(GAC Motor Co.)推出的傳祺、東風汽車公司(Dongfeng Motor Co.)的啟辰、上海汽車集團股份有限公司(SAIC Motor Co.,簡稱:上汽集團)的榮威以及東風汽車-台灣裕隆集團(Yulon Motor Co.)的納智捷,今年的表現好於行業平均水平,去年本土品牌則無一超過行業平均水平。

報告顯示,韓國車的表現最佳,每100輛車出現大約85個問題。日本車緊隨其後,為104個問題,歐美車均為108個問題。

在未出現質量問題的國產車車主中,36%的車主表示他們“肯定會推薦”同一品牌,有18%表示還會再買同一品牌的汽車。

該公司的汽車研究主管周桐(Tony Zhou)表示,為了進一步提升質量,汽車製造商將集中力量解決中國用戶報告的發生頻率最高的問題,包括燃料效率和各種噪音問題。

該公司表示,上述報告是根據在2012年10月至2013年6月之間購買新車的21,181位車主的評估完成,覆蓋了65個品牌、213款乘用車車型。J.D. Power在中國進行年度調查已經持續了14年時間。

Yajun Zhang 發稿

品質眾生相(166-168): 消基會轟食藥署有鬼/Wikipedia品質議題/中信集團賠德國ThyssenKrupp巨款

 品質眾生相(168):

 37款油烏龍下架 消基會轟食藥署有鬼

衛生福利部次長、食藥署署長許銘能昨日表示,衛福部食品藥物管理署承辦人員向地方衛生局發出烏龍公文,誤將37件可疑油品通報單應「工廠稽查」當成「產品下架」。 (中央社)
〔記 者邱宜君、楊雅民/綜合報導〕衛福部卅七件市售可疑油品名單,昨天下午外洩,導致通路商大舉下架相關油品。食品藥物管理署昨晚緊急收回公文,並坦承誤將前 往查廠當成下架,誤發烏龍公文。消基會名譽董事長謝天仁痛批「其中有鬼」,食藥署根本是故意走漏風聲,讓業者知所因應,公信力蕩然無存,應該清理門戶了。
食藥署:查廠誤寫下架
食 藥署署長許銘能強調,原本掌握了卅七件「宣稱純油、脂肪酸比例卻不完全符合」的可疑油品,下午四點該署發出公文,原意是要促請各地衛生局前往查廠、核對配 方和進出口資料,卻誤寫為要求下架,導致部分縣市大動作清查下架,引發市場紛亂。區管中心主任潘志寬坦承,是自己交代不清造成誤解,又因整天在外開會,發 文前未確認內容。
許銘能表示,這波共檢查一百五十九款市售「純」油,每天都會累計更新脂肪酸比例不符的名單,截至昨日已有卅七件可疑油品,但因脂肪酸分佈會因產地、季節、萃取過程而產生差異,不符比例未必代表有不當混油,還要查廠或向進口國查證,才能確認。
食 藥署預計今天邀集無涉及廠商利益的專家學者進行判定,下午正式說明哪些是問題油品。但這卅七件疑問油品中,除有十一件大統和富味鄉的油品,疑問名單上還有 許多國內知名大廠,昨日名單一曝光,引發各界譁然。至於名單為何流出?食品組組長蔡淑貞表示,烏龍公文並非密件,可能是從地方流出,還需調查確認。許銘能 說,廠商若因此商譽受損,食藥署將概括承受、負責到底。
可疑名單 11家已切結
耐人尋味的是,這批可疑油品的廠商名單中,佳成、維義、醇芳、泰山、頂新、恆記、世傳、東豐、永義發、三多士、台灣糖業等十一家廠商已向衛福部提出切結書,保證油品沒有不實,一旦被查證確實有油品不純或摻偽,所受處分也會加重。
謝 天仁昨日質疑,塑化劑拖了三週、毒澱粉拖了三個月、問題油拖了一年,裁罰都是雷聲大雨點小,民怨四起才重罰,種種跡象讓人懷疑食藥署有人「內神通外鬼」, 昨天故意走漏風聲,要讓廠商預做準備。食藥署經歷多次食安風暴,螺絲還鎖不緊,連流程繁瑣嚴謹的公文都會出錯,真的該好好「清理門戶」了。
消基會促衛福部清門戶
謝天仁痛批,經過這些年的折騰,食藥署明顯偏袒廠商,很難取信於民了。他認為,衛福部部長邱文達有政治責任,首要解決食藥署署長難產的問題,目前由衛福部次長兼任署長,一人當兩人用,實在難以兼顧,食藥署再不步步為營,信用就要完全破產了。


品質眾生相(167):
中信集团向德企支付巨额赔偿费



杜塞尔多夫
因新建的巴西焦厂缺陷严重,德国工业康采恩蒂森克虏伯(ThyssenKrupp)从承建的中国中信集团获巨额赔偿。据德国《商报》周一(10月28日)援引业内人士报道,德中两家企业达成一致,中方赔偿7500万欧元,德方撤销起诉。报道称,数年前,为节省6000万欧元,位于鲁尔区的蒂森克虏伯总部决定不由旗下企业而是由中信集团承建蒂森克虏伯在巴西的新焦厂。焦厂建成后暴露严重质量问题,不得不部分返工重建,设计错误导致的损失超过15亿欧元。作为德国最大重工业康采恩之一的蒂森克虏伯目前危机重重,数年来,该企业的雇员数量减少了3万,降至15万人。

*****
我很早就覺得衡量維基百科品質問題的複雜和重要.我認為在Google公司在設立時就有品保主管等是對的.希望以後Wiki他們有品管的志願人員.最近的這些洋人的批評並沒有搔到要點. 而且各語種的狀況不一樣的. 中文的問題之一是不知如何feedback讓他們更好.

最大的百科全書就是網路世界:可能猜想再過20年可能Google可公司可以有網頁品管工具: 由於它可以將許多相關資訊評比核對: 譬如說 Wiki.某大學創始校長的任期之更正等等 或Wikipedia 本身內容的一致譬如說 中研院院長王士杰的墓誌文分散在他的相關條目中......

 Wikipedia 頌,以Henri Frédéric Amiel為例/品質問題

2013年10月23日 星期三

Deming’s philosophy (notes)

Central to Deming’s philosophy was the thought that “quality is everyone’s responsibility.”
He also admonished leaders:
“Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.”



2013年10月21日 星期一

品質眾生相(159-162):大統劣油混很大 ,沙拉油也淪陷,74種油品全下架/ MacBook Air召回 / error-prone Web site/The Global Hunger Index

  品質眾生相162):
 蘋果本週宣佈,將召回2012年6月至2013年6月間銷售的MacBook Air中使用的部分64GB和128GB容量的硬碟。該公司發佈了MacBook Air固件升級包1.1,消費者可以用它來測試自己的MacBook Air是否是問題產品。蘋果將免費更換存在隱患的硬盤。

品質眾生相(161):

 1020 統假油風暴越演越烈!彰化衛生局再查出大統長基公司生產的2種包裝純正香油,都只有2成芝麻油混了8成沙拉油,加香精調製,已要求下架,並再開罰40萬元,使得罰款總數增至2860萬元。

《蘋 果》報導,彰化檢方根據查扣大統進出貨帳冊、實驗室資料及董事長高振利親自手寫的百餘種油品配方清查後,檢方指出,高不但承認做假油,還供稱從7年前起先 由橄欖油下手,在少量橄欖油中摻入棉籽油、沙拉油等低價油品,添加銅葉綠素調色後,裝成100%橄欖油出售,發現有暴利可圖,就在其他油品上動手腳。

消基會董事長張智剛痛批:「非常惡劣!是蓄意詐騙消費者。」呼籲法官一定要重判,才足以嚇阻心存僥倖的廠商。


大統劣油混很大 74種油品全下架

大統驚爆混合油事件,公司廠區牆壁有大大的HACCP品質認證字樣,顯得諷刺。(記者張聰秋攝)
彰化縣衛生局人員昨到大統長基廠區封存包括葵花油、葡萄籽油、苦茶油、芥花油在內的產品。 (記者張聰秋攝)
彰縣衛生局人員昨天到賣場監看大統橄欖油等油品下架情況。 (記者吳為恭攝)
大統花生調和油竟然不含花生油成分。 (記者吳為恭攝)
大統董事長高振利(左)和副總王清龍(右)鞠躬道歉。 (記者張聰秋攝)
〔記者吳為恭、張聰秋、湯世名/彰化報導〕大統特級橄欖油爆出混摻低價油及銅葉綠素事件連環爆,檢方昨天發現,大統長基公司生產的葡萄籽油也摻雜葵花油,更離譜的是花生調和油竟然沒有花生油成分,而是由芥花油、沙拉油及花生油精調和而成,標榜百分百的芝麻油也混入沙拉油。
花生調和油沒花生油 純芝麻油混沙拉油
彰 化縣衛生局昨天到彰濱工業區線西區的大統廠區查封五十四種油品,晚上又再度查封十五種花生油品及五種芝麻油品,共查封七十四種油品,總計二萬一千多瓶、三 萬五千多公升,並要求七十四種油品全面下架。大統公司約有一百多款食用油品,稽查人員說:「大統的油品幾乎都查封光了!」
經營卅六年的大統長基食品公司,因為便宜又大瓶,外傳在台灣食用油品市占率近四成,該公司副總則低調表示,市占不到三成。彰化縣衛生局從大賣場鋪貨情況保守估計市占率在二至三成之間。
傳大統市占率近4成 衝擊食安
前天驚爆標榜百分百純正的大統特級橄欖油混摻葵花油、棉籽油等低成本油品,甚至被檢方及衛生局懷疑橄欖油成分只有四十%,風暴昨天持續擴大,大統連葡萄籽油、花生調和油、芝麻油也都摻雜其他油品。
大統公司董事長高振利及副總王清龍昨天向社會大眾鞠躬道歉,解釋油品之所以出現混摻,是剛生產葵花油後再生產橄欖油,才不小心把不同油品混合一起,並非故意。
高振利還說,官方指控大統特級橄欖油只有四十%橄欖油,他敢保證橄欖油成分至少八十%。至於用銅葉綠素調色,高振利表示,銅葉綠素在國外是很高檔的健康食品。王清龍也強調,公司只有橄欖油和葡萄籽油添加銅葉綠素,其他產品都沒有添加。
54種油品可能都違法添加銅葉綠素
除了油品混充之外,衛生局昨天發現大統高達五十四種以上的油類產品都可能含有不能添加於油類的色素「銅葉綠素」,除了橄欖油、葡萄籽油之外,還包括苦茶油、芥花油及各種調和油。
衛生局人員昨天到廠區將庫存全數查封,並要求市面產品全部下架。衛生局人員昨天也到全聯、家樂福等大賣場採樣非大統品牌的食用油一併送驗。不過目前大統除了特級橄欖油之外,其他產品暫無退貨方案。
另外,台糖委製代工的「台糖葡萄籽油」也因添加銅葉綠素而「中彈」,衛生局昨天也下架九千五百五十二瓶,計四千七百七十六公升。

 ----
 大統長基黑心油品風暴擴大,所生產的沙拉油也淪陷,以至少40%的棉籽油混合沙拉油!目前134項產品中,只剩成本低廉的棕櫚油未混合。為慎重起見,彰化 縣衛生局昨天再度派員前往該廠取回30種沙拉油樣品,將送交衛福部檢驗是否含有棉籽油的「棉酚」成分,預計1星期出爐。縣府財政處也同步查驗酒品,帶回 11種樣本送驗。

 只剩棕櫚油未混充

 彰化縣衛生局表示,大統長基以棉籽油當「致富武器」,所有油品只剩棕櫚油沒混棉籽油。棕櫚油1公斤37元,沒在市面販售、也沒必要再混充,主要專銷餐飲店供油炸和烘焙業。

 衛生局昨天寄出的裁處書明白指出,大統沙拉油也混合棉籽油。但因高振利應訊時堅決否認,經研商,衛生局決定從棉酚含量下手。稽查人員昨日總共帶回30種在配方表上標註有摻棉籽油的油品送驗。

 大統長基公司共有134項產品,據悉沙拉油占了52項,且占總產量8成,是該公司最大宗的主力產品,年營業額逾10億元。

 彰化地檢署昨天也透露高振利的「獨門配方」,配方總表寫滿2張A3紙,另有200張發言紙條大小的細表,是高的心血結晶。

 襄閱主任檢察官黃智勇說,高振利親手抄寫的配方表有2種,1種是總表,共記錄2大張A3的紙;另1種是細表,寫在便條紙上,約有200張。配方表以代號取代食用油品項名稱及調配比例數字。

 檢方下一步查酒品

 彰化縣政府財政處長詹明叡指出,前晚有消費者檢舉,指大統長基生產的「料理米酒」煮起來有異味,昨日一早立即派員前往查驗。

 詹明叡指出,大統長基的酒品以大聯酒品製造公司名義生產製造,領有執照的有18種,除了料理米酒在一般通路買得到,其餘酒品只在該公司的觀光工廠才買得到。




 品質眾生相(160)

  • Today's #Dailychart shows that global hunger is decreasing, but not fast enough. The Global Hunger Index, devised by the International Food Policy Research Institute, tracks the progress in combating hunger and undernourishment, which includes the quality as well as the quantity of a diet. The index covers 120 developing countries that account for 84% of the world's population http://econ.st/19L6gNi

品質眾生相(159)
In Florida, Opposition by the State and Snags in Signing Up on the Web

By LIZETTE ALVAREZ

Lawmakers refused to create a state insurance exchange, and the federal government's Web site is so error-prone that enrolling is a daunting task.

2013年10月17日 星期四

W. Edwards Deming, Expert on Business Management, Dies at 93

W. Edwards Deming, Expert on Business Management, Dies at 93

By JOHN HOLUSHA
Published: December 21, 1993

W. Edwards Deming, an expert on business management who advised Japan on how to rebuild its shattered industries after World War II and urged American corporations to treat their workers as associates rather than adversaries, died early yesterday at his home in Washington. He was 93.
The cause was cancer. Although he was ill in recent years, Mr. Deming continued to work, conducting the last of his four-day seminars on quality-management in the Los Angeles area from Dec. 7 through Dec. 10.
Mr. Deming's theories were based on the premise that most product defects resulted from management shortcomings rather than careless workers, and that inspection after the fact was inferior to designing processes that would produce better quality.
He argued that enlisting the efforts of willing workers to do things properly the first time and giving them the right tools were the real secrets of improving quality -- not teams of inspectors. Initial Success in Japan
Mr. Deming was an obscure statistician in this country in 1950 when research he had conducted during World War II came to the attention of some Japanese industrial leaders. At their request, he then gave a series of lectures in Japan on his quality-control principles, and he and his message were eagerly embraced. The Japanese, who lacked many natural resources or a colonial empire, were a receptive audience because they believed they would prosper only if they could sell products on world markets.
His advice to Japan made Mr. Deming the leader of a generation of specialists on product durability and reliability who were then sought by American companies trying to catch up to Asian competitors. But his renown in the United States never matched the reputation he achieved in Japan.
After the application of his methods brought enormous commercial success to some Japanese companies, the Japanese created a Deming Prize for companies that made striking advances in quality. Mr. Deming was described by many commentators as the best-known and respected American in postwar Japan after Gen. Douglas MacArthur.
William Edwards Deming was born on Oct. 14, 1900, in Sioux City, Iowa, to a family whose roots in America reached back to the Revolutionary War. He grew up in strained financial circumstances in Powell, Wyo., where his father worked as a part-time lawyer and land developer.
Mr. Deming attended the University of Wyoming in Laramie, working at odd jobs while he studied engineering. He later earned a master's degree in mathematics and physics from the University of Colorado and was awarded a doctorate in physics from Yale University in 1928. Management as Problem
Mr. Deming used the later years of his long career to try to reform American management, for considerable fees, sometimes as much as $100,000 a year from a single client. A tall, formal man who habitually wore frayed three-piece suits and spoke to senior executives as if they were schoolboys, he delighted in telling corporate chieftains who asked him to help solve a company's problems that they were a significant part of the problem.
"Can you blame your competitor for your woes?" he would intone to groups of corporate managers. "No. Can you blame the Japanese? No. You did it yourself."
Although the core of his method to improve quality was the use of statistics to detect flaws in production processes, he developed a broader management philosophy that emphasized problem-solving based on cooperation. He exhorted managers to "drive out fear," so that workers would feel free to make improvements in the workplace.
Mr. Deming denounced management procedures like production quotas, performance ratings and individual bonuses, saying they were inherently unfair and detrimental to quality. He said customers would get better products and services when workers were encouraged to use their minds as well as their hands on the job.
A frugal man in his personal life, Mr. Deming drilled companies to work relentlessly to reduce waste -- anything from parts sitting unused in inventory to motions by a worker that did not add value to the final product. One of his daughters recalled that he had dated the eggs in his refrigerator with a felt-tipped pen so that the oldest would be eaten first and none would go to waste. Success at Ford and Xerox
His blunt approach offended many executives, who turned elsewhere for advice. Yet some companies, including the Ford Motor Company and the Xerox Corporation, sent hundreds of their top-level managers to his lectures and seminars. "He said the only way to bring about change was to have direct contact with senior management," said James K. Bakken, a former vice president at Ford.
Well into his 90's, Mr. Deming maintained an active travel schedule, crisscrossing the country to conduct seminars and consult with companies he considered sufficiently motivated to benefit from his attention. He also lectured at Columbia University's Business School and taught continuously at New York University's Stern School of Business from 1946 until the end of the spring term this year.
Integral to Mr. Deming's approach was an emphasis on sensitivity to customer needs. Everyone has a customer, he said, either inside or outside the organization. Although he developed his methods in an industrial setting, Mr. Deming insisted that his approach was applicable to institutions generally, even those in service and nonprofit businesses.
After Mr. Deming's first trip to Japan, the Japanese Union of Scientists and Engineers assembled his lecture notes and published them as a book, "Elementary Principles of the Statistical Control of Quality." Prize Established by Japanese
Mr. Deming refused to accept royalties from the book and suggested that the funds be used to promote quality. The group thus established the Deming Prize for achievements in quality, which quickly became one of the awards most sought by Japanese companies.
Yet Mr. Deming remained little known in the United States, where wartime efforts to establish statistical quality-control methods fell before the headlong rush to push products out of factories. The prevailing sentiment in American industry from the 1950's until the late 1970's was that more quality meant more cost and that consumers did not want to pay for higher-quality products.
That attitude began to change when Japanese products with brand names like Sony and Panasonic drove the American consumer-electronics industry almost out of business while reliable, fuel-efficient Toyotas and Hondas gnawed away at the domestic auto industry.
One of the first large American corporations to seek Mr. Deming's help was Ford Motor. Ford officials persuaded him to visit their headquarters in Dearborn, Mich., in February 1981, when the company's sales were faltering and it was losing hundreds of millions of dollars.
Ford executives were expecting a slick presentation on tricks to improve quality. Mr. Deming, instead, insisted on questioning the company's culture and management philosophy. Eighty-five percent of quality problems, he told them, are the result of management errors.
"We were sitting there with our pens poised to write down the prescription for what we should do about quality," Mr. Bakken recalled. "The first thing he said was, 'Do you have a constancy of purpose?' We were not quite sure what to make of him."
Because Mr. Deming was sponsored by Donald E. Petersen, Ford's president at the time, the relationship survived the executive egos bruised by these early encounters, and statistical control charts blossomed in the company's factories. In the 1980's, Ford led the domestic auto industry in quality improvements. No Formal Organization
As Ford's success became obvious, demand for Mr. Deming's services grew. He kept his client list short and refused to have anything to do with companies not willing make top executives available to him. Among the companies that turned to Mr. Deming and his disciples were Dow Chemical, Procter & Gamble, American Telephone & Telegraph and The New York Times.
Unlike other quality experts, like Joseph Juran and Philip Crosby, Mr. Deming never built a formal organization. He continued to work as a solo practitioner out of an office in the basement of his modest home in Washington. But he did develop an informal alliance of followers and often required clients to hire a member of his circle to teach statistical methods and instill his philosophy.
Mr. Deming developed that philosophy in the 1920's and 30's while working at A.T.& T.'s Hawthorne manufacturing plant in Chicago and as a protege of Walter Shewhart of Bell Laboratories. Mr. Shewhart was a pioneer in the use of statistics to control manufacturing processes.
Although his academic training was in mathematics and physics, Mr. Deming had mastered statistical theory and practice, in part by taking a one-year leave of absence from the Agriculture Department in the mid-1930's to study under a pioneer of the discipline, Sir Ronald Fisher of the University of London.
In the 1930's, Mr. Deming helped design the sampling techniques used by the Census Bureau. And in World War II he helped military planners apply statistics to the production of supplies for warfare. Changing the Culture
Companies that sought to improve their quality by adopting Mr. Deming's methods often found they had to change their entire culture. To convince workers that managers really did want to enlist them as partners, many companies eliminated cherished management perquisites like special parking spaces and executive dining rooms because shop-floor workers found them offensive.
One Deming lesson to designers and engineers was to change the way they thought about quality. Traditionally, specifications for almost any physical object were set at a desired value with a certain allowable deviation. Anything within the deviation limits was considered a good part, anything outside the limits bad.
But Mr. Deming's statistical studies showed that with complex products, these allowable deviations could add up to a defective final product. The message to managers was that simply being within specification was not good enough. Processes must be continually honed, he taught, to reduce the variability from part to part.
Mr. Deming's first wife, Agnes, died many years ago. His second wife, Lola, died in 1986. He is survived by two daughters, Diana D. Cahill of Palos Verdes, Calif., and Linda D. Ratcliff of Potomac, Md.; five grandchildren, and three great-grandchildren.

2013年10月16日 星期三

華人戴明學院精選“Experience by itself teaches nothing; it must be coupled with theory, with profound knowledge.”



“Experience by itself teaches nothing; it must be coupled with theory, with profound knowledge.” — W. Edwards Deming

Zettel may be
  • a German term for "piece of paper" and hence "(written) collection of maxims", "concise remarks", sometimes translated as epitome
Zettel, collection of Wittgenstein's thoughts in fragmentary/"diary entry" format as with On Certainty and Culture and Value.
維根斯坦,Zettel, 456-7
books.google.com.tw/books?isbn=0520016351

456「一些哲學家(或你要叫他們什麼)為或可稱之為「失去問題」(Problemverlust, loss of problem) 所苦。對他們而言,凡事看來都十分簡單,再也不存在深沈的問題了,這個世界變得廣平而無深度,作品變得極其膚淺和瑣碎。羅素和H. G. Wells就有這毛病。

457... quia plus loquitur inquisitio quam inventio... (Augustinus) (…….因為尋覓遠比發現的更豐富……..(. . . because the search says more than the discovery ...)



2013年10月14日 星期一

紀念戴明博士聚會 2013: 10月13日 (禮拜天) 替代



老師來信:  

『紀念戴明博士聚會』 有了不辦的開始 以後也不必辦了 不記得去年是否就沒辦

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趁此機會回顧自2008年的一些活動、贈書。
2008-2009 東海ie2個研究所2010 東海emba2011 中原ie研究所:去年的年會,請參考《長青》(2012)132-35
所有的朋友應該自求多福:實際上,我此次通知書上指引兩篇Dr. Deming的論文,自己讀讀一定有收獲。紀念戴明博士聚會 2013: 1013 (禮拜天)
這一次,McLeod課程中談到Deming學說的部分,約2-3小時。他引用的YouTube一段Deming 談一些西方管理方式致命的疾病,我還是第一次看到的呢。Dr. Deming - The 5 Deadly Diseases 1984  by DemingInstitute 4 years ago 70,848 views

我當初想周五-周六由我翻譯,周日給Lisa。恰巧Peter 晚兩天讀信,所以全由我來翻譯。這決策是對的,因為此課內容有點專業,沒有浸泡過諸多領域的,很容易掛白板。
今天才是Deming的生日,有心的人或請自己讀一下或反思一下。


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取消!!! 造成不便請見諒


朋友,過去十幾年,我每年都會辦場紀念Dr. Deming的會議。
今年不例外,歡迎你1013日來相聚。

紀念戴明博士聚會 2013
日期:20131013 (禮拜天)
時間:上午10-12 (會後12點半便餐)
電話:(02  23650127
地點:台北市新生南路三段882
     
電話:(02  23650127
      電郵: hcsimonl@gmail.com
議程:戴明博士的生命和意義簡介
      討論戴明博士的兩篇論文"On The Use of Theory" (1954)以及
        "Transformation of Western Style of Management"( 1988)
(它們可以在下述下載https://deming.org/content/selected-articles-dr-deming-0 )







"On The Use of Theory"

The theme of this paper is the source of power of statistical theory, how to use it in industry and in research, and more especially, how not to misuse it. Dr. Deming discusses the value-judgments in the management of business, and the perception of the social, political, and economic problems that a business encounters in the achievement of these aims. He talks about judicious choice of problems and clever separation of the responsibilities for solving them.
This paper is an address delivered by Dr. Deming upon receipt of the Shewhart Medal at the 10th annual meeting of the American Society for Quality Control, Montreal, 7 June 1956. It was published as a three-page article in Industrial Quality Control, Vol XIII, No. 1, July 1956.
> Download PDF




"Transformation of Western Style of Management"

In this article Dr. Deming focuses on the crisis of Western Industry and some of the actions that management can take to overcome the crisis. A discussion of how the declining market exposes weaknesses is followed by a list of some of the forces that feed the decline. Dr. Deming includes remarks on evaluation of performance, use of visible figures, and other obstacles. Modern principles of leadership are put forth, along with a condensation of the 14 points for management.
This six-page article is in Volume 7 of Handbook of Statistics, edited by P. R. Krishnaiah and C. R. Rao (Elsevier Science Publishers B.V. (1988), pp 1-6.








When Headhunters Call, a Surprising Number of Executives Answer

headhunters




Has a decline in loyalty to one’s company, common today among lower-level employees, now spread to the upper ranks as well?
When Wharton management professor Peter Cappelli and Monika Hamori of IE Business School analyzed job search data from a leading executive search firm, they found that more than half of the high-level executives contacted by the firm — 52% — agreed to be candidates for positions outside their company.
The number of executives who responded to the search firm’s initial call was “higher than I expected,” says Cappelli, director of Wharton’s Center for Human Resources. “I thought that most executives would be more committed to their organizations, that they wouldn’t be interested in moving. People have family ties and work projects they have invested time and energy in, and yet more than half of those contacted basically said, ‘Yes, I’m interested.’”
The two researchers’ data focused on executives in the financial services sector, including CEOs, chairpersons and executive vice presidents as well as directors, partners and principals, among others. The executives did not initiate the search process, and they had to agree to be a candidate before they learned much, if anything, about the job in question.
Although one frequently hears executives complain about lack of loyalty among employees further down the organization, “these executives are among the least loyal people in the company,” Cappelli notes, adding that the more senior the executive, the more willing he or she is to engage in a job search. The lack of allegiance to one’s company “is symptomatic of a broader way of managing organizations in general,” Cappelli says. Most of the companies included in the researchers’ database “routinely dump people and go outside to look for new ones. So in that sense, maybe it’s not so surprising that 52% of the people are willing to think about leaving. That’s the way the companies treat them — as disposable.”
Moreover, employees these days expect to work for several different companies during their careers — a significant change from earlier decades when they could look forward to lifetime employment and in-house career guidance. Individuals now are managing their own careers — seeking out job training to diversify their skills, setting up their own networks and finding their own mentors. As Cappelli notes, “a lot of the perceptions of career advancement are based on the notion of changing companies.”
The two researchers found that executives with “career breadth” — including international experience — are more likely to engage in a job search, suggesting that when executives are moved around from city to city or country to country, “they don’t develop strong ties to the organization. It becomes easier for them to leave,” says Cappelli.
“Maybe it’s not so surprising that 52% of the people are willing to think about leaving. That’s the way the companies treat them — as disposable.”
It’s not just geographic mobility that influenced executives’ responses. As the paper states: “Those with broader experiences who have [rotated] across functions and business sectors, even within the same company, are also more likely to [answer a call from a headhunter] because they have more to learn from search about the broader set of opportunities that might be presented to them.”
The research paper, titled “Who Says Yes When the Headhunter Calls? Understanding Executive Job Search,” will appear in Organization Sciencenext month.
Reasons to Stay; Reasons to Leave
Among the two researchers’ other findings: Executives who work for firms that offer above-par financial performance — and higher levels of compensation relative to peers — are less likely to search for a new position elsewhere; the longer an executive has spent with his or her current employer, the less likely he will engage in a job search; and the more time has elapsed since an executive has changed employers, the less likely he or she will be interested in looking for a position outside the company.
On the other hand, shocks “that affect the prospects for one’s future career” increase the likelihood of job searching, the researchers write. Examples include completion of a merger or acquisition in the last two years, a change in CEO or a major restructuring — i.e., “another way of saying that jobs will be lost and positions changed, and we don’t really know what the future is going to look like,” says Cappelli. Think about the world of politics, he suggests: “Your candidate is behind in the polls; you have a position in his or her administration at election time. Will you talk to the search guys? Yes, probably.”
For executives who are approached by a headhunter, the decision to become a candidate for the as-yet-unspecified position involves some costs, “including the time and energy to prepare for an interview,” find appropriate references and cope with the “anticipated psychological costs of rejection should the search not be successful,” the researchers write. There is also the danger that one’s current employer finds out that the executive is interviewing for another job.
At universities, faculty “court offers from the outside and then pretend they want to accept one because it is a way of leveraging a higher salary in their current job,” says Cappelli. “In the corporate world, you don’t get rewarded for this, but in fact can be punished. The risk is that your reputation will be damaged, which affects advancement in the current organization and the willingness to recommend you for other positions. So there is some risk in agreeing to be a candidate for a job search.”  But it’s also true that search consultants are good at keeping confidences, Cappelli notes. “The risk is not huge that your employer will find out, although of course the further down the road you go, the bigger the risk becomes.”
Cappelli and Hamori cite research showing not only that companies spent about $10.4 billion in search fees in 2011, but also that, based on responses from close to 2,500 executives in another study, “the number one trigger for job searches by executives is receiving a call from an executive recruiter.”
The database used by Cappelli and Hamori was limited to financial service companies in the New   York area, including asset management firms, banks, consumer finance companies and investment banks. The researchers drew a random sample of 2,000 executives from a larger sample of 14,000 executives, or about 2% of the 740,000 people employed in “financial activities” in the New York-northern NewJersey-LongIsland metropolitan areas.
Although the researchers were not given the names of the executives in their sample, they did get information on the executives’ current job and most recent previous job (including, for example, his or her title, function and industry segment) as well as his educational background and international experience. Information on the individual’s employer was available from other databases.
“Your candidate is behind in the polls; you have a position in his or her administration at election time. Will you talk to the search guys? Yes, probably.”
CEOs and chairpersons represented 13% of the database; executive and senior vice presidents represented 18%; senior managers including directors, vice presidents and managing directors as well as partners and principals represented 48%. The remainder were managers and professionals.
Forty-five percent of the respondents were employed in investment banks and securities; 23% in asset and money management firms, 20% in banks and 12% in finance companies.
CEOs, executive vice presidents and senior vice presidents were more inclined to say “yes” to the headhunter than those lower down, such as vice presidents. The most receptive of all were executive vice presidents. In addition, executives in the asset and money management segment as well as investment banking segment were less likely to engage in a job search than those in the domestic and international banks and consumer finance companies. Those in support functions were less likely to engage in search than those in general management.
Ramping Up the Job Search
While the two researchers used data from 2002, Cappelli suggests that the economy today is not much different from the economy 11 years ago. The country was then, and is now, recovering from a serious downturn. In addition, the financial crisis makes it more difficult for people to move because of uncertainties surrounding both the overall economy and individual companies. “You heard from a lot of people in this downturn that it was difficult to change jobs because they weren’t sure what they were getting into,” Cappelli says, adding that he considers this a temporary phenomenon. “If you look at data on job satisfaction and commitment, the vast majority of people across all occupations and industries indicate they plan to look for a new job as soon as the economy improves.”
Cappelli also suggests that his research is applicable to industries and regions beyond financial services in the New York area. There is no evidence that the financial services sector experiences more job hopping than other industries, he says.
As for executive education programs, they may have the effect of increasing willingness to search for positions elsewhere, the researchers found. Again, it’s a reflection of changes that have taken place in corporations over the past 20 years. “There is a perception, especially with respect to executive MBA programs, that people who sign up are going to leave their company once the program is completed,” Cappelli says. “But I think the reality is that people who go into those programs are investing a lot of their own time and energy; they are self-identifying that they want to do more in their companies – get promoted, work on different types of projects, etc. – all ambitions that one would expect companies to encourage.”
But many companies’ in-house talent development functions no longer exist due primarily to cutbacks, Cappelli states. “The person who makes the decision as to whether you can participate in an executive education program is now your local manager – his budget and his decision. Yet he has no interest in your long-term development in the company because that development is likely to take you out of his division. So you complete an executive education course and are ready to do something bigger, but it’s not going to happen. It’s a mistake on the part of the management – it’s classic sub-optimization – making sense for the local manager but not for the company as a whole. In that context, you can see why people who have spent considerable effort advancing their skills and knowledge want to job search outside the company.”
Given today’s unsettled economy, what can companies do to keep executives from job searching? The answer seems obvious, Cappelli says: Develop your own talent internally and give your employees opportunities for advancement inside rather than outside the organization. But he isn’t exactly optimistic these things will happen. “If anything, companies these days are more inclined to hire from outside, cut faster during restructuring, and be brutal when it comes to layoffs. All of these things decrease employee loyalty.”


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