「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.

2014年2月28日 星期五

品質眾生相(214-218): 美國聯準局誤讀財務危機;哈佛大學的11000名雇員多繳了稅/General Motors Recalls 778,000 Small Cars /召回油電複合動力車Prius;英國食品標示不實問題、


 品質眾生相(218):


品質眾生相(217)
 哈佛大學的11000名雇員多繳了稅

11,000 Employees Overtaxed Because of Payroll Error

哈佛大學對此紕漏的處理 (退錢或協助文書處理/溝通),令所有受害者都滿意:
http://www.thecrimson.com/article/2014/2/27/overtaxed-workers-await-reimbursement/


品質眾生相(216):

General Motors Recalls 778,000 Small Cars for Ignition Switch Problem

品質眾生相(215):

日本豐田汽車 (Toyota)旗下熱銷的油電複合動力車Prius,由於動力與電能控制器內的晶體元件可能變形損壞,導致車輛無法行駛,因而發出召回更新電腦程式的通知,台灣地區有2902輛Prius需召回。
TOYOTA台灣總代理和泰汽車表示,此次召回的Prius,生產期間為2009年7月至2014年2月之間,台灣共引進2902輛,其主可能故障原因來 自汽油引擎與電動馬達之間的動能與電能轉換控制器內部有電動馬達控制元件和電源管理控制元件,在重度行駛中,元件晶體可能變形損壞,可能造成車輛無法行 駛,需回廠進行晶體的軟體程式更新。
和泰汽車表示,目前台灣並沒有發生晶體元件損壞和任何交通事故的案例,而此次召回車輛的軟體更新約需30分鐘,和泰汽車即日起將會逐一主動通知相關車主,並從2月21日起安排車主回廠維修更新時間。



品質眾生相(214):

英食品也黑心 近4成標示造假

〔駐歐洲特派記者胡蕙寧/倫敦報導〕英國食品標示不實問題行之有年,但在 政府削減食品檢測預算之後,標示不實現象越演越烈。西約克郡政府實驗室抽樣市面上900份食品顯示,居然有高達38%不實或假造標示,英國衛報8日報導這 項抽查結果,認為這個現象已嚴重到全英國不容忽視。
所謂不實或假造標示幾乎呈現在英國所有類型的食品中,像是假起司(產品中起司成分不到一 半)、天然飲料中含人工添加劑、家禽肉冒充豬肉、豬肉被檢驗在標示牛肉的食品中等。另有些是香腸含假造肉、冷凍去殼蝦有高達50%是水分、藥草茶裡既沒藥 草也沒茶,原則上都是不該使用的成分被檢測出,或是較便宜的成分假冒在號稱的較高檔貨色中。
飲料標示不實尤為嚴重,3分之1以上果汁標示都有問題,兩款中甚至含有歐盟禁用添加劑。小店賣的伏特加不是酒精成分標示不符,就是成分來自工業用酒精。
檢測預算被刪 造假變嚴重
西約克郡公共分析師坎貝爾博士對衛報說,他們在例行食檢中通常都會發現超過3分之1標示不實狀況,這種狀況在食品標準檢測與分析預算被刪減後更形困擾,並認為這個檢測結果可以類推到全國來衡量。
在野的英國工黨影子環境大臣伊葛(Maria Eagle)對該實驗結果表示難以接受,認為消費者有權知道他們付費吃入嘴巴的東西到底含了甚麼成分,找出並解決標示不實食品應該列為政府施政的優先項目來處理。
檢測食品在英國是各地方政府的責任,但因為預算緊縮後,英國消費者組織「哪些?」(Which?)表示有約10%的地方政府都停止這些燒錢的檢測。西約克郡是當中還保有檢測實驗分析室的少數地區,但他們沒公布那些不實標示食品廠商名稱。
早在去年底,英國兒童食品評鑑機構就發出警訊,警告家長半數標示「健康嬰兒」的食品含有驚人的飽和脂肪、鹽跟糖,比垃圾食品更有害人體。這是去年3月研究人員在英國超商取樣107件市售嬰幼兒食品的檢測結果。

2014年2月27日 星期四

品質眾生相(227-231): Uber Outage/北京霧霾警訊的人為操作/美國佛州藏槍合法制之弊/ 英國健保制問題多多,卻是多國學習的對象 / “中國加工雞肉”在美國成了眾矢之

品質眾生相(231):

Feb 25, 2014

Apps

Uber Outage Caused by Data Center Problem

Buzzy startup Uber experienced a temporary outage Tuesday night that halted the car-hailing service across the country.
On its TwitterTWTR +1.66% account, Uber said service was restored after more than an hour-long break. The company said the problem was sparked by an outage at a West Coast data center operated by a company that runs a corporate computing hub.
“We’re happy to confirm Uber service is back up and running!” Uber said on its Twitter account.
The outage points to the stresses of maintaining the sophisticated technology needed to power digital services used by millions or hundreds of millions of people. WhatsApp, the text-messaging service recently acquired by Facebook in a blockbuster deal, also experienced an outage over the weekend.
The Uber hiccup hit late Tuesday in the thick of evening commutes on the West Coast, and in the midst of after-work activities on the East Coast. Uber users flooded social media sites with complaints about problems kicking off Uber’s app to summon a driver-for-hire. Some of the digital missives poked fun at Uber’s reputation as a lifeline for the digerati.
“My thoughts go out to those in tech (NYC & SF) who have been forced to hail yellow taxis for the first time in years thanks to @Uber outage,” one person posted on Twitter.


 品質眾生相(230)
 北京霧霾:要多嚴重才會啟動紅色預警?
 近日北京空氣污染嚴重,北京當局連續第六天維持“橙色預警”不變。許多北京市民不禁想問:空氣要變得多糟,當局才會啟動“紅色預警”。
世衛組織警告北京空氣污染威脅健康


 品質眾生相(229):

Since Florida pioneered its "stand-your-ground" law in 2005, 23 states have adopted some form of it. The law's protection of gun-owners is profoundly unsettling given how many Americans now carry concealed weapons in public. Florida alone has more than 1.1m active concealed weapons permits http://econ.st/MupF0G

品質眾生相(228):
The past year has been particularly bad for Britain's National Health Service. It has seemed to lack consistency and quality, and has been mired in scandals involving the neglect or mistreatment of hospital patients. Yet many countries are importing some of its key ideas. The Economist explains what other countries are copying from Britain's NHS http://econ.st/1llSs6Z

品質眾生相(227):

美國原產雞肉也不行!美國人連中國加工都不信 在中國加工的肉食也標注“美國產”?現在,“中國加工雞肉”在美國成了眾矢之的。 美國農業部(USDA)過去曾下令禁止進口在中國加工的雞肉,原因是中國的肉食加工流程不符合美國的食品安全標准…… (詳見全文)

2014年2月26日 星期三

品質眾生相(221-226):《純淨法》釀造"纽约世贸中心重建、東海大學校訊、郵局、"penetration testing", 上下聯掛顛倒

 品質眾生相(226):
 德國啤酒依照《純淨法》釀造

德国啤酒五百年的传奇


啤酒是德国的国饮,年产量达9500万升,年人均啤酒消费量100升。德国啤酒有40多个种类,5000多个品牌,名目繁多口味各异,但它们都是严格按照《纯净法》酿造,也就是说只能采用水、啤酒花、 麦芽和酵母四种原料。


品質眾生相(225):
缓慢的纽约世贸中心重建
9.11发生12年后,只有预览馆真正完工,
遗址上的大型交通枢纽10年前规划时预算20亿美元,预计2009年完工,如今已耗40亿美元,预计2015年完工。

 品質眾生相(224):
東海大學校訊停格在2013.6.30
http://www.thu.edu.tw/web/news/news.php?cid=11


品質眾生相(223)
 郵局的員工訓練:
(英文)香港某銀行給忠孝東路3段某號, 送到新生南路3段某號。

品質眾生相(222):

The threat posed by determined cyber-invaders explains why companies that offer to mimic them and test the vulnerabilities of clients' systems, a practice known as "penetration testing", are in demand. Some businesses, such as banks and outfits handling electronic payments, are required by regulators or industry bodies to conduct regular "pentests" http://econ.st/1leA7Zi

品質眾生相(221)
既然「吾詩字皆禪理也」,上下聯掛顛倒沒什麼關係......


閑閑分享了 Muka Fushimi相片
人稱「淡墨探花」的王夢樓先生對聯,美中不足處,上下聯掛顛倒了。 XD
七言對聯

2014年2月24日 星期一

Dr. Deming 80 歲 時.


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。

這裏面有一個案是估算美國某鐵路公司的成本,我印象很深刻,這應該是他當該公司顧問,上反壟斷法庭做証的資料。它之所以重要,乃是因為這種公共公司,如台電等, 一直是社會中很重要的組織......


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。

幾件要事:
 1.1980 年6月他為故友的傑作之重印寫序
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
 頁149-153

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"。

4.他又去 一些大學開課,如紐約大學,以及華盛頓的大學,這些講學也很重要

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."[17][18]
Later, from his home in Washington, D.C., Deming continued running his own consultancy business in the United States, largely unknown and unrecognized in his country of origin and work. In 1980, he was featured prominently in an NBC documentary titled If Japan can... Why can't we? about the increasing industrial competition the United States was facing from Japan. As a result of the broadcast, demand for his services increased dramatically, and Deming continued consulting for industry throughout the world until his death at the age of 93.







If Japan Can... Why Can't We?

From Wikipedia, the free encyclopedia
  (Redirected from If Japan can... Why can't we?)
Jump to: navigation, search
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 [1], reporter: Lloyd Dobyns [2]).
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.

Background

During 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.

Excerpts

Lloyd 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






Quality Productivity and Competitive Position [Paperback]
W. E. Deming (Author),
  • Paperback: 373 pages
  • Publisher: Massachusetts Inst Technology (June 1982)




*****


Deming Prize « IM Mark Ginsburg Presents A Personal Chess History

nezhmet.wordpress.com/tag/deming-prize/ - Cached
14 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


For something completely different now I present an award I got in 1991 (during my graduation from NYU with an MBA in Stat/Operation Research) from Dr. W. Edwards Deming – considered a Very Important Person in quality control and, as I understand it, revered by the Japanese.  To wit: “The Deming prize was instituted by the Union of Japanese Scientists and Engineers and is awarded each year in Japan to a statistician for contributions to statistical theory.  The Deming prize for application is awarded to a company for improved use of statistical theory in organization, consumer research, design of product and production. ”
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.
deming.jpg
An award from Dr. W. Edwards Deming, NYU, 1991.

品質眾生相(211-213):俄索契冬奧開/閉幕秀之幽默;新戶政系統癱;中國汽車加速器


品質眾生相(213):
俄索契冬奧開幕秀 5環變4環

季奧運開幕典禮,原本設計讓5朵雪花綻放為奧運五環標誌,意外故障,使得五環變成四環。(法新社)
〔記 者陳筱琳/綜合外電報導〕適逢2014年,俄羅斯索契冬季奧運開幕典禮選在當地時間20時14分展開,表演內容洋溢北國風情,美中不足的是,原本設計讓5 朵雪花綻放為奧運五環標誌,右上方裝置意外故障,使得五環變成四環,加上準備倒數開始時,播放秒數的螢幕在倒數5秒時斷電黑掉,兩度「凸槌」使俄羅斯總統 普廷只能尷尬地看著自己的手指。



Russia proves it has a sense of humor.


品質眾生相(212):



戶政癱「他們不讓我嫁你」
跑3趟 暴走姊:大家都等死嗎



戶政系統大當機,新竹一對新婚夫妻登記結婚不成,妻笑:「是他們不讓我嫁給你喔!」侯力元攝

【綜 合報導】內政部新戶政系統上線3天持續塞車,民眾飆罵連連。新竹一對新人昨原本要辦結婚登記,未料新娘戶籍不在新竹,系統找不到資料害兩人登記不成,新娘 對老公苦笑說,「是他們不讓我嫁給你喔!」中巿一名婦人前天為辦遷移戶口,連跑3趟戶政事務所還辦不好,發飆痛罵:「大家都等死嗎?」
新戶政系統5日上路,標榜能跨縣市、遠距異地連線,一上路卻因無法負荷民眾農曆年後爆量申辦業務,頻傳塞車。

蕭家淇三度致歉

蕭家淇昨三度致歉,並赴北市士林、大同戶政事務所了解狀況,蕭說,已將資料送到美國IBM總公司判讀,相信很快能解決,未來會追究廠商與戶政司督導責任。
雖 然內政部努力找原因,但民眾昨申辦業務仍困難重重。新竹一位年輕爸爸去年底喜獲麟兒,因工作忙碌,直到上月29日才有空辦理出生登記,未料碰上系統更換無 法辦理,年後再來申辦,又碰到電腦當機,至昨已連跑4次撲空,焦急說:「法定60天要登記,快超過時間,要被罰錢了!」
高雄新手媽媽蔡筱瑜為辦出生登記,昨特地請假回戶籍地屏東辦登記,等1小時還沒辦成,戶政人員卻反問:「你沒看新聞,系統無法運作。」
一對20多歲年輕夫妻農曆年前結婚,昨到新竹市戶政事務所辦理結婚登記,因新娘戶籍不在新竹,電腦資料搜尋半天,配偶欄名字仍是空白,承辦員無奈請兩人擇日再來,新娘看著老公笑說:「不是我不嫁給你,是他們不讓我嫁給你喔!」



女子因無法完成跨縣市戶口遷移,在豐原戶政事務所內發飆。翻攝畫面

缺資料影響訴訟

新竹王小姐下周一開庭,要趕辦新的戶口名簿卻碰到電腦當機,無奈說:「資料不全恐影響訴訟,屆時誰幫忙向法官求情?」承辦員只能安慰:「戶政當機新聞鬧這麼大,相信法官能理解。」
一名40歲婦人前天為了遷移戶口,連跑三趟中市豐原戶政事務所,仍無法順利辦理,氣得在戶政事務所發飆:「我都不用休息嗎」、「我已經跑了三趟了」、「大家都等死嗎」,過程被身旁林姓女子拍下上傳網路,戲稱婦人為「暴走姊」。
豐原戶政事務所主任劉賢智昨向《蘋果》證實,婦人從新竹跨縣市遷移戶口到台中市,因戶政系統出問題,女子跑了好幾趟,迄今仍未完成,以致情緒失控,不怪民眾發飆。

新戶政系統建制

計劃核定:2009年
上路時間:2014年2月5日起
所需經費:5.6億元(不含硬體)
負責廠商:
˙硬體廠商:大同公司、環安達實業公司
˙軟體廠商:資拓宏宇公司
測試及轉換:新系統上路前曾做24次測試、10次壓力測試;1/28至2/4還停辦戶政業務,進行系統轉換。
上路結果:新系統上路3天持續塞車,民眾申辦業務大排長龍枯等;內政部全力檢修,預計10日修復
資料來源:內政部

品質眾生相(211):

阿斯頓馬丁因中國產問題零件召回上萬跑車
英國豪車廠商阿斯頓馬丁宣佈召回1.7萬輛跑車,佔該公司過去六年來總產量的四分之三,原因為該公司一家中國供應商生產的加速器踏板臂可能存在缺陷。

2014年2月23日 星期日

品質眾生相(219-220): 環境修復成本;Fitbit recalls Force smart band


品質眾生相(220):
中國GDP中重複計算入的環境修復成本。

中国国资委研究员罗天昊:中国在GDP统计中忽略了很多因素。一些污染严重的地方,靠牺牲环境制造了GDP,同时又把治理污染的投资计入GDP。如果采用“绿色GDP”计算方法,中国经济总量应比现在少。




品質眾生相(219):


Fitbit recalls Force smart band following skin irritation complaints


Fitbit is recalling its Fitbit Force smart fitness wristband following skin irritation reports from various users, after initially offering replacement devices or refunds to those people affected by the unexpected skin rashes. The company will reimburse buyers, and plans to release a new Force model that will hopefully not cause similar side effects from sustained wear, TechCrunch reports.
“From the beginning, we’ve taken this matter very seriously. We hired independent labs and medical experts to conduct a thorough investigation, and have now learned enough to take further action. The materials used in Force are commonly found in many consumer products, and affected users are likely experiencing an allergic reaction to these materials,” Fitbit said.
According to Fitbit CEO James Park only 1.7% of users have been reported skin irritation uses, with an independent study finding that the problem is allergic contact dermatitis that may have resulted from contact with “either trace amounts of nickel or with strap materials/glue used in the product construction.
Affected users can send in their device after filling out a form, and the company will then send in the following two to six weeks a physical check for the total cost of the device.
It’s not clear yet when the new Fitbit Force device will be available for purchase.

2014年2月21日 星期五

Obituary: W. Edwards Deming (TONY CARTER)

Google一下 'British Deming Association' ,資料多是片斷的。不過卻找到英國報紙Independent 在1994年元月給Deming博士的訃聞:它給 Dr. W. Edwards Deming 在英國BDA年會的400名聽眾的一番介紹: 自費到英國,抱病做免費演講......。



Obituary: W. Edwards Deming


William Edwards Deming, statistician: born Sioux City, Iowa 14 October 1900; Special Lecturer in Mathematics and Statistics, Graduate School, National Bureau of Standards 1930-46; Head of Department of Mathematics and Statistics, Graduate School of USDA 1933-53; Consultant to the Census of Mexico 1954-55; Consultant to Central Statistical Office of Turkey 1959-62; Professor Emeritus, New York University 1975; National Medal of Technology 1987; married 1923 Agnes Bell (died 1930; one adopted daughter deceased), 1932 Lola Shupe (died 1986; two daughters); died Washington DC 20 December 1993.

IN APRIL 1992 an extraordinary statistician, then in his 91st year, gripped my arm as I helped him walk to the stage of a Birmingham conference centre. W. Edwards Deming was the keynote speaker for a conference on quality management. His audience were senior managers, directors and chief executives from all over the UK and a sprinkling from Europe - barely 400 in all.

With his assistant on his other arm we struggled to help him climb the three steps to the stage which he eventually managed with a joke about British steps being higher. We settled him, frail with age and illness, on the platform, adjusted his microphone and gave him his iced water and tablets.

Moments later he rose carefully to his feet, looked challengingly at his audience and, in a low, powerful growling voice, said, 'I'm probably the only person in this room who was alive in the reign of Queen Victoria.'

For the next hour and a half he spoke with incisiveness and vigour, sharing his unparalleled knowledge with his audience. He had spent over 60 years developing a management philosophy of great insight and power and he wanted us to understand it. 'Ed' Deming could have commanded huge fees on the conference circuits of the world if he had wished. What other nonagenarian would fly to Britain from the United States despite illness and frailty, speak at a conference, charge no fee, and pay his own airfare? The occasion was the annual conference of the non-profit- making British Deming Association. It was Deming's last appearance in Britain before his death.

Deming will be remembered particularly for his enormous influence on the post-war industrial and economic miracle in Japan - a country where he is greatly revered. His portrait hangs in pride of place at the headquarters of Toyota, in Tokyo. The award of the Deming prize for quality achievements is prime-time television in Japan. Deming was decorated by the Emperor of Japan in 1960 with the Second Order of the Sacred Treasure. Despite the success of his work in Japan, he remained virtually unknown in the United States and Britain until the early Eighties when a US television documentary on the revival of Japanese industry showed how much Japanese success was based on the teachings of Deming. Documentaries about his work have been broadcast in Britain by both ITV, in 1988, and the BBC, in 1992.

Considered one of the most influential management theorists in the modern world, Deming based his concepts on a strong systemic approach and a statistician's understanding of the real meaning of data - particularly variation in data. He also had great understanding of the value of people and was deeply concerned by the waste resulting from treating people like commodities.

For decades Deming explained that if you improve quality at source then productivity will rise, giving both higher quality and lower costs. He advocated ridding workplaces of fear and competition and replacing them with teamwork and co-operation. He was talking about customer care and continual improvement over 40 years ago whereas the rest of us did not grasp the importance of these concepts until comparatively recently.

I first met him at a four-day seminar he was giving in Florida a few years ago. He gave hundreds of these seminars in the last dozen years or so including several in Britain. They were extraordinary affairs where initial cynicism was gradually replaced by understanding and even excitement as the days progressed. The standing ovations from five to six hundred managers at the end of the four days were often very emotional. Deming was a consultant to many large US companies including Ford and General Motors, the former in particular an important influence in rescuing the company from near disaster in the early Eighties.

Over the last few years I was privileged to spend time with Deming in the United States, Europe and Britain. One of the most memorable occasions was almost exactly a year ago when my wife and I visited him in his modest house in Butterworth Place, Washington DC. We learnt of his lifelong love of music, of cats and of fresh tomatoes. We saw his study and office in the basement of his home.

His entire operation was controlled from there by his secretary of nearly 40 years, Cecilia Kilian, who took dictation by telephone from all corners of the world as Deming continued writing his books on aeroplanes, in airports and in hotels. He told amusing stories and his face lit up with laughter.

Deming was an extraordinary man, with an extraordinary life, but, much more importantly, an extraordinary legacy. Japan is a special case but in Britain and the United States in particular he has left a legacy of knowledge which is capable of transforming our industries and our societies.

Many hundreds of men and women in Britain are committed to developing and spreading his teachings and applying them in all walks of life. Deming was Honorary President of the British Deming Association and gave great personal help and guidance to me and my
colleagues.

2014年2月17日 星期一

Sony 高層語出驚人:績效考核毀了索尼!2007.1


索尼高层语出惊人:绩效考核毁了索尼!

2013-12-17 新设计
索尼高層語出驚人:績效考核毀了索尼!
2013-12-17 新設計
索尼連續4年虧損,去年更虧損63億美元。為什麼?績效主義毀了索尼!因實行績效主義,職工逐漸失去工作熱情。在這種情況下是無法產生“激情集團”的……公司為統計業績,花費了大量的精力和時間,而在真正的工作上卻敷衍了事,出現了本末倒置的傾向
文/天外伺郎
2006年索尼公司迎來了創業60年。過去它像鑽石一樣晶瑩璀璨,而今卻變得滿身污垢、暗淡無光。因筆記本電腦鋰電池著火事故,世界上使用索尼產鋰電池的約960萬台筆記本電腦被召回,估計更換電池的費用將達510億日元。
PS3遊戲機曾被視為索尼的“救星”,在上市當天就銷售一空。但因為關鍵部件批量生產的速度跟不上,索尼被迫控制整機的生產數量。 PS3是尖端產品,生產成本也很高,據說賣一台索尼就虧3.5萬日元。索尼的銷售部門預計,2007年3月進行年度結算時,遊戲機部門的經營虧損將達2000億日元。
多數人覺察到索尼不正常恐怕是在2003年春天。當時據索尼公佈,一個季度就出現約1000億日元的虧損。市場上甚至出現了“索尼衝擊”,索尼公司股票連續兩天跌停。坦率地說,作為索尼的舊員工,我當時也感到震驚。但回過頭來仔細想想,從發生“索尼衝擊”的兩年前開始,公司內的氣氛就已經不正常了。身心疲憊的職工急劇增加。回想起來,索尼是長期內不知不覺慢慢地退化的。

“激情集團”消失了
我是1964年以設計人員的身份進入索尼的。因半導體收音機和錄音機的普及,索尼那時實現了奇蹟般的發展。當時企業的規模還不是很大,但是“索尼神話”受到了社會的普遍關注。從進入公司到2006年離開公司,我在索尼愉快地送走了40年的歲月。
我46歲就當上了索尼公司的董事,後來成為常務董事。因此,對索尼近年來發生的事情,我感到自己也有很大責任。偉大的創業者井深大的影響為什麼如今在索尼蕩然無存了呢?索尼的輝煌時代與今天有什麼區別呢?
首先,“激情集團”不存在了。所謂“激情集團”,是指我參與開發CD技術時期,公司那些不知疲倦、全身心投入開發的集體。在創業初期,這樣的“激情集團”接連開發出了具有獨創性的產品。索尼當初之所以能做到這一點,是因為有井深大的領導。
井深大最讓人佩服的一點是,他能點燃技術開發人員心中之火,讓他們變成為技術獻身的“狂人”。在剛剛進入公司時,我曾和井深大進行激烈爭論。井深大對新人並不是採取高壓態度,他尊重我的意見。
為了不辜負他對我的信任,我當年也同樣潛心於研發工作。比我進公司更早,也受到井深大影響的那些人,在井深大退出第一線後的很長一段時間,仍以井深大的作風影響著全公司。當這些人不在了,索尼也就開始逐漸衰敗。
從事技術開發的團體進入開發的忘我狀態時,就成了“激情集團”。要進入這種狀態,其中最重要的條件就是“基於自發的動機”的行動。比如“想通過自己的努力開發機器人”,就是一種發自自身的衝動。
與此相反就是“外部的動機”,比如想賺錢、升職或出名,即想得到來自外部回報的心理狀態。如果沒有發自內心的熱情,而是出於“想賺錢或升職”的世俗動機,那是無法成為“開發狂人”的。

“挑戰精神”消失了
今天的索尼職工好像沒有了自發的動機。為什麼呢?我認為是因為實行了績效主義。績效主義就是:“業務成果和金錢報酬直接掛鉤,職工是為了拿到更多報酬而努力工作。”如果外在的動機增強,那麼自發的動機就會受到抑制。
如果總是說“你努力幹我就給你加工資”,那麼以工作為樂趣這種內在的意識就會受到抑制。從1995年左右開始,索尼公司逐漸實行績效主義,成立了專門機構,制定非常詳細的評價標準,並根據對每個人的評價確定報酬。
但是井深大的想法與績效主義恰恰相反,他有一句口頭禪:“工作的報酬是工作。”如果你乾了件受到好評的工作,下次你還可以再乾更好的工作。在井深大的時代,許多人為追求工作的樂趣而埋頭苦幹。
但是,因實行績效主義,職工逐漸失去工作熱情。在這種情況下是無法產生“激情集團”的。為衡量業績,首先必須把各種工作要素量化。但是工作是無法簡單量化的。公司為統計業績,花費了大量的精力和時間,而在真正的工作上卻敷衍了事,出現了本末倒置的傾向。
因為要考核業績,幾乎所有人都提出容易實現的低目標,可以說索尼精神的核心即“挑戰精神”消失了。因實行績效主義,索尼公司內追求眼前利益的風氣蔓延。這樣一來,短期內難見效益的工作,比如產品質量檢驗以及“老化處理”工序都受到輕視。
“老化處理”是保證電池質量的工序之一。電池製造出來之後不能立刻出廠,需要放置一段時間,再通過檢查剔出不合格產品。這就是“老化處理”。至於“老化處理”程序上的問題是否是上面提到的鋰電池著火事故的直接原因,現在尚無法下結論。但我想指出的是,不管是什麼樣的企業,只要實行績效主義,一些紮實細緻的工作就容易被忽視。
索尼公司不僅對每個人進行考核,還對每個業務部門進行經濟考核,由此決定整個業務部門的報酬。最後導致的結果是,業務部門相互拆台,都想方設法從公司的整體利益中為本部門多撈取好處。
團隊精神消失了
2004年2月底,我在美國見到了“湧流理論”的代表人物奇凱岑特米哈伊教授,並聆聽了他的講演。講演一開始,大屏幕上放映的一段話是我自進入索尼公司以來多次讀過的,只不過被譯成了英文。
“建立公司的目的:建設理想的工廠,在這個工廠裡,應該有自由、豁達、愉快的氣氛,讓每個認真工作的技術人員最大限度地發揮技能。”這正是索尼公司的創立宗旨。索尼公司失去活力,就是因為實行了績效主義。
沒有想到,我是在績效主義的發源地美國,聆聽用索尼的創建宗旨來否定績效主義的“湧流理論”。這使我深受觸動。績效主義企圖把人的能力量化,以此做出客觀、公正的評價。但我認為事實上做不到。它的最大弊端是搞壞了公司內的氣氛。上司不把部下當有感情的人看待,而是一切都看指標、用“評價的目光”審視部下。
不久前我在整理藏書時翻出一封信。那是我為開發天線到東北大學進修時,給上司寫信打的草稿。有一次我逃學跑去滑雪,剛好趕上索尼公司的部長來學校視察。我寫那封信是為了向部長道歉。
實際上,在我身上不止一次發生過那類事情,但我從來沒有受到上司的斥責。上司相信,雖然我貪玩,但對研究工作非常認真。當時我的上司不是用“評價的眼光”看我,而是把我當成自己的孩子。對企業員工來說,需要的就是這種溫情和信任。
過去在一些日本企業,即便部下做得有點出格,上司也不那麼苛求,工作失敗了也敢於為部下承擔責任。另一方面,儘管部下在喝酒的時候說上司的壞話,但在實際工作中仍非常支持上司。後來強化了管理,實行了看上去很合理的評價制度。於是大家都極力逃避責任。這樣一來就不可能有團隊精神。
創新先鋒淪為落伍者
不單索尼,現在許多公司都花費大量人力物力引進評價體制。但這些企業的業績似乎都在下滑。
索尼公司是最早引進美國式合理主義經營理論的企業之一。而公司創始人井深大的經營理念談不上所謂“合理”。 1968年10月上市的單槍三束彩色顯像管電視機的開發,就是最有代表性的例子。
當時索尼在電視機的市場競爭中處於劣勢,幾乎到了破產的邊緣。即便如此,井深大仍堅持獨自開發單槍三束彩色顯像管電視機。這種彩色電視機畫質好,一上市就大受好評。其後30 年,這種電視機的銷售一直是索尼公司的主要收入來源。
但是,“幹別人不幹的事情”這種追求獨自開發的精神,恐怕不符合今天只看收益的企業管理理論。索尼當時如果採用和其他公司一樣的技術,立刻就可以在市場上銷售自己的產品,當初也許就不會有破產的擔心了。
投入巨額費用和很多時間進行的技術開發取得成功後,為了製造產品,還需要有更大規模的設備投資,亦需要招募新員工。但是,從長期角度看,索尼公司積累了技術,培養了技術人員。此外,人們都認為“索尼是追求獨特技術的公司”,大大提升了索尼的品牌形象。
更重要的是,這種獨自開發能給索尼員工帶來榮譽感,他們都為自己是“最尖端企業的一員”而感到驕傲。單槍三束彩色顯像管電視機之所以能長期成為索尼公司的收入來源,是因為技術開發人員懷著榮譽感和極大熱情,不斷對技術進行改良。
具有諷刺意味的是,因單槍三束彩色顯像管電視機獲得成功而沾沾自喜的索尼,卻在液晶和等離子薄型電視機的開發方面落後了。實際上,井深大曾說過:“我們必須自己開發出讓單槍三束彩色顯像管成為落伍產品的新技術。”包括我自己在內的索尼公司高管沒有銘記井深大的話。
如今,索尼采取了極為“合理的”經營方針。不是自己開發新技術,而是同三星公司合作,建立了液晶顯示屏製造公司。由這家合資公司提供零部件生產的液晶電視機“BRAVIA”非常暢銷,從而使索尼公司暫時擺脫了困境。但對於我這個熟悉索尼成長史的人來說,總不免有一種懷舊感,因為索尼現在在基礎開發能力方面,與井深大時代相比存在很大差距。今天的索尼為避免危機採取了臨時抱佛腳的做法。
高層主管是關鍵
今天的索尼與井深大時代的最大區別是什麼呢?那就是在“自豪感”方面的差別。當年創始人井深大和公司員工都有一種自信心:努力爭先,創造歷史。
當時索尼並不在意其他公司在開發什麼產品。某大家電公司的產品曾被嘲諷為“照貓畫虎”,今天索尼也開始照貓畫虎了。一味地左顧右盼,無法走在時代的前頭。
在我開發“愛寶”機器狗的時候,索尼的實力已經開始衰落了,公司不得不採取冒險一搏的做法,但是出現虧損後,又遭到公司內部的批評,結果不得不後退。
今天的索尼已經沒有了向新目標挑戰的“體力”,同時也失去了把新技術拿出來讓社會檢驗的膽識。在導致索尼受挫的幾個因素中,公司最高領導人的態度是其中最根本的原因。
在索尼充滿活力、蓬勃發展的時期,公司內流行這樣的說法:“如果你真的有了新點子,來。”也就是說那就背著上司把它搞出,與其口頭上說說,不如拿出真東西來更直接。但是如果上司總是以冷漠的、“評價的眼光”來看自己,恐怕沒有人願意背著上司幹事情,那是自找麻煩。如果人們沒有自己受到信任的意識,也就不會向新的更高的目標發起挑戰了。在過去,有些索尼員工根本不畏懼上司的權威,上司也欣賞和信任這樣的部下。
所以,能否讓職工熱情煥發,關鍵要看最高領導人的姿態。索尼當年之所以取得被視為“神話”的業績,也正是因為有井深大。但是,井深大的經營理念沒有系統化,也沒有被繼承下來。也許是因為井深大當時並沒有意識到自已經營理念的重要性。
我嘗試著把井深大等前輩的經營理念系統化、文字化,出版了《經營革命》一書。在這本書中,我把井深大等人的經營稱為“長老型經營”。所謂“長老”是指德高望重的人。德高望重者為公司的最高領導人,整個集團會擰成一股繩,充滿鬥志地向目標邁進。
在今天的日本企業中,患抑鬱症等疾病的人越來越多。這是因為公司內有不稱職的上司,推行的是不負責任的合理主義經營方式,給職工帶來了苦惱。
不論是在什麼時代,也不論是在哪個國家,企業都應該注重員工的主觀能動性。這也正是索尼在創立公司的宗旨中強調的“自由,豁達,愉快”。
過去人們都把索尼稱為“21世紀型企業”。具有諷刺意味的是,進入21世紀後,索尼反而退化成了“20世紀型企業”。我殷切希望索尼能重現往日輝煌。
(來源:人力資源研究,原文刊登於日本《文藝春秋》2007年1月刊,作者為索尼公司前常務董事、作家)

2014年2月11日 星期二

levels-of-consciousness/David R. Hawkins


著名心理學家David R. Hawkins分析了各類情感的能量等級,從最負面、傷身的情感,到最正面、滋潤的情感,所有情感裡面,排最低的不是憤怒、悲傷、恐懼,你認為應是什麼?排最高的不是驕傲、勇氣、真愛,你覺得會是什麼?


【說明】能量等級從0到1000,200以下為負面,200以上為正面。

Shame 羞愧:20
沒想到,最傷身的,竟然是羞愧!怪不得古今中外經常有人羞愧而死……
羞愧的能量級幾近死亡,它猶如意識的自殺行為。在羞愧的狀況下,我們恨不得找個地縫鑽進去,或者是希望自己能夠隱身。


Guilt 內疚:30
內疚感以多種方式呈現,比如懊悔,自責,受虐狂,以及所有的受害情節都是。
無意識的內疚感會導致身心的疾病,以及帶來意外事故的自殺行為。它也經常表現為頻繁的憤怒和疲乏。

Apathy 冷淡:50
這個能量級表現為貧窮、失望和無助感。世界與未來都看起來沒有希望。
冷漠意味著無助,讓人成為生活中各方面的受害者。缺乏的不止是資源,他們還缺乏運氣。除非有外在的幫護者提攜,否則很可能會潦倒致死。

Grief 悲傷: 75
這是悲傷、失落和依賴性的能量級。
在這個能量級的人,過的是八輩子都懊喪和消沉的生活。這種生活充滿了對過去的懊悔、自責和悲慟。在悲傷中的人,看這個世界都是灰黑色的。


Fear 恐懼: 100
從這個能量級來看世界,到處充滿了危險、陷害和威脅。
一旦人們開始關注恐懼,就真的會有數不盡的讓人不安的事來臨。之後會形成強迫性的恐懼,這會妨害個性的成長,最後導致壓抑。
因為它是讓能量流向恐懼,這種壓抑性的行為不能提升到更高的層次。


Desire 慾望: 125
慾望讓我們耗費大量的努力去達成我們的目標,去取得我們的回報。
這也是一個易上癮的能級,不知道什麼時候,一個慾望會強大到比生命本身還重要。慾望意味著累積和貪婪。願望可以幫助我們走上有成就的道路。但是慾望卻能成為到達比知曉更高層次的跳板。


Anger: 憤怒 150
如果有人能跳出冷漠和內疚的怪圈,並擺脫恐懼的控制,他就開始有慾望了,而慾望則帶來挫折感,接著引發憤怒。憤怒常常表現為怨恨和復仇心裡,它是易變且危險的。
憤怒來自未能滿足的慾望,來自比之更低的能量級。挫敗感來自於放大了慾望的重要性。憤怒很容易就導致憎恨,這會逐漸侵蝕一個人的心靈。

Pride: 驕傲 175
比起其他的較低能量級,人們會覺得這個能量級是積極的。而事實上,驕傲只是相比其他更低的能量級讓人感覺稍好一些而已。
驕傲是具有防禦性和易受攻擊性的,因為它是建立在外界條件下的感受。一旦條件不具備,就很容易跌入更低的能量級。
自我的膨脹是驕傲自大的助推劑,而自我常常是易受攻擊的。因此驕傲的演化趨勢是傲慢和否認。而這些都是抵製成長的。


Courage: 勇氣 200
到來200這個能量級,動力才顯端倪。這是一個重要的關節點,值得九型秀微信多說幾句。
勇氣是拓展自我、獲得成就,堅忍不拔,和果斷決策的根基。
在比之更低的能量級,世界看起來是無助的,失望的,挫折的,恐怖的。但是來到勇氣的能級,生活看起來就是激動人心的,充滿挑戰的,新鮮有趣的。
在這個能動性的能級,人們有能力去把握生活中的機會。因此個人成長和接受教育是可行的途徑。那些能夠打擊能量級低於200的人的障礙,對進化到200能級的人來說,不過是小菜一碟。
這個能級的人們,總是能盡數回饋足夠多的能量給這個世界。而低於這個能級的人們則是不斷地從社會中汲取能量,絲毫沒有回饋。


Neutrality: 淡定 250
到達這個能級的能量都變得很活躍了。
低於250的能級,意識是趨向於分裂和剛硬性的。淡定的能級則是靈活和無分別性的看待現實中的問題。
到這個能級,意味著對結果的超然,一個人不會再恐懼挫敗和恐懼。這是一個有安全感的能級。
來到這個能級的人們,都是很容易與之相處的,而且讓人感到溫馨可靠。因為他們無意於爭端、競爭和犯罪。這樣的人總是鎮定從容。他們不會去強迫別人做什麼。


Willingness: 主動 310
這個意識層次可以看做是進入更高層次的一道門。
在淡定層次的人,會如實的完成工作任務。但是在主動層次的人,通常會出色的完成任務,並極力獲得成功。這個能級的人的成長是迅速的,他們是為人類進步而預備的人選。
低於200能級的人,他們的思想是封閉的,但是能級為310的人們則是全然敞開的。
這個能級的人,通常是真誠而友善的,也易於取得社交和經濟上的成功。他們總能有助於人,並且對社會的進步做出貢獻來。
他們也樂意麵對內在的狀況,也不存在較大的學習障礙。鑑於他們具有從逆境中崛起並學到經驗的能力,他們都能夠自我調整。由於已經釋放了驕傲,他們能夠看到自己的不足,並學習別人的優點。


Acceptance: 寬容 350
在這個能級,一個巨大的轉變會發生,那就是了解到自己才是自己命運的主宰,自己才是自己生活的創造者。
低於200能級的人是沒有力量的,通常視自己為受害者,完全受生活所左右。這個看法的根源是,認為一個人的幸福和苦難來自某個“外在”的東西。
在寬容的能級,沒有什麼“外在”能讓一個人快樂或悲傷,愛也不是誰能給或奪走的,這些都來自內在。
寬容意味著讓生活如它本來的樣子,並不刻意去塑造成一個特定的模式。
在這個能級的人不會對判斷對錯感興趣,相反的,對如果解決困難他們則樂於參與。他們更在意長期目標,良好的自律和自控是他們顯著的特點。


Reason: 明智 400
超越了感情化的較低能量級,就進入有理智和智能的階段。
這是科學、醫學以及概念化和理解能力形成的能級。知識和教育在這裡成為資歷。這是諾貝爾獎金獲得者、大政治家和高級法庭審判長的能級。愛因斯坦,弗洛伊德,以及很多其他歷史上的思想家都是這個能級。
這個能級的人的缺點是,過於關注對符號和符號所代表的意義的區分。明智並不能讓人走向真理。它只是能製造出大量的信息和文檔,但是缺乏解決數據和結果差異性的能力。
明智本身是通往更高能級的一個最大障礙。在我們的社會中能超越這個能級的人鳳毛麟角。


Love: 愛 500
這裡的愛並非通常意義上各種媒體所描述的愛。通常意義上的愛,很容易就帶上憤怒和依賴的面具。這種愛一旦受到挫折,立馬就能轉變成憤恨。引發憤恨的愛是來源於驕傲而不是真的愛。
這個500能級的愛是無條件的愛,是不變的愛,是永久性的愛。這種愛不會動搖,它不是來自外界因素。愛是存在的基本狀態。愛是寬容,滋養和維持這個世界的。
它不是知性的愛,不是來自頭腦的愛,它是發自心靈的愛。愛是總是聚焦在生活美好的那一面上,並且增大積極的經驗。這是一個真正幸福的能級。
世界上只有0.4%的人曾經達到這個意識進化的層次。


Joy: 喜悅 540
當愛變得越來越無限的時候,它開始發展成為內在的喜悅。這是在每一個當下,從內在而非外在升起的喜悅。
540能級也是擁有治療和精神獨立的能級。由此往上,就是很多聖人和高級修行者以及治療師的能級。
這個能級的人的特點是,他們具有巨大的耐性,以及對一再顯現的困境具有持久的樂觀態度,以及慈悲。到達這個能級的人對其他人有顯著的影響。他們持久性的關注,會帶來愛和平靜。
在能級超過500的人看來,這個世界充滿了閃亮的美麗和完美的創造。一切都毫不費力的同時發生著。在他們看來是稀鬆平常的作為,卻會被平常人當成是奇蹟來看待。


Peace: 平和 600
這個能量層級和所謂的卓越、自我實現有關。它非常稀有,一千萬人當中才有一個人能夠達到。
一旦達到這個能級,內與外的區分就消失了,感官被關閉了。能級在600及其以上的人的感知如同慢鏡頭一樣,時空懸停了——沒有什麼是固定的了,所有的一切都生機勃勃並光芒四射。
雖然在其他人眼裡這個世界還是老樣子,但是在這人眼裡世界卻是一個,和宇宙源頭進化一起協同舞蹈的,不斷浮動進化的流轉。
這是一種非同尋常、無法言語的現象,所以頭腦保持長久的沉默,不再分析判斷。觀察者和被觀察者成為同一個人,觀照者消融在觀照中,成為觀照本身。
能級為600到700之間的藝術作品、音樂和建築能臨時性地把我們帶到通靈的和永恆的狀態中。


Enlightenment 開悟 700-1000
這是歷史上所有創立了精神模範,讓無數人歷代跟隨的偉人的能級。這是強大靈感的能級,這些人的誕生,形成了影響全人類的引力場。
在這個能級,不再有個體與個體之間的分離感,取而代之的是意識與神性的合一。這是人類意識進化的頂峰。
到這個能級,不再對身體有“我”的執著,不再對其有關注。身體成了意識降臨頭腦的一個工具,它的首要價值就是連接這兩者。
這是非二元性的,是完全合一的能級。在歷史上達到這麼高智慧能級的人,這些偉大的“阿凡達”(Avatar,道成肉身的神),用“主”來稱呼最為合適,他們是:主克里希納,主佛陀,和主耶穌基督。


Levels of Consciousness

April 7th, 2005 by Steve Pavlina

In the book Power vs. Force by David R. Hawkins, there’s a hierarchy of levels of human consciousness. It’s an interesting paradigm. If you read the book, it’s also fairly easy to figure out where you fall on this hierarchy based on your current life situation.
From low to high, the levels of consciousness are: shame, guilt, apathy, grief, fear, desire, anger, pride, courage, neutrality, willingness, acceptance, reason, love, joy, peace, enlightenment.
While we can pop in and out of different levels at various times, usually there’s a predominant “normal” state for us. If you’re reading this blog, chances are you’re at least at the level of courage because if you were at a lower level, you’d likely have no conscious interest in personal growth.
I’ll go over these levels in order, mostly focusing on the ones between courage and reason, since that’s the range where you’re most likely to land. The labels are Hawkins’. The descriptions of each level are based on Hawkins’ descriptions but blended with my own thoughts. Hawkins defines this as a logarithmic scale, so there are far fewer people at the higher levels than at the lower ones. An increase from one level to another will result in enormous change in your life.
Shame – Just a step above death. You’re probably contemplating suicide at this level. Either that or you’re a serial killer. Think of this as self-directed hatred.
Guilt – A step above shame, but you still may be having thoughts of suicide. You think of yourself as a sinner, unable to forgive yourself for past transgressions.
Apathy – Feeling hopeless or victimized. The state of learned helplessness. Many homeless people are stuck here.
Grief – A state of perpetual sadness and loss. You might drop down here after losing a loved one. Depression. Still higher than apathy, since you’re beginning to escape the numbness.
Fear – Seeing the world as dangerous and unsafe. Paranoia. Usually you’ll need help to rise above this level, or you’ll remain trapped for a long time, such as in an abusive relationship.
Desire – Not to be confused with setting and achieving goals, this is the level of addiction, craving, and lust — for money, approval, power, fame, etc. Consumerism. Materialism. This is the level of smoking and drinking and doing drugs.
Anger – the level of frustration, often from not having your desires met at the lower level. This level can spur you to action at higher levels, or it can keep you stuck in hatred. In an abusive relationship, you’ll often see an anger person coupled with a fear person.
Pride – The first level where you start to feel good, but it’s a false feeling. It’s dependent on external circumstances (money, prestige, etc), so it’s vulnerable. Pride can lead to nationalism, racism, and religious wars. Think Nazis. A state of irrational denial and defensiveness. Religious fundamentalism is also stuck at this level. You become so closely enmeshed in your beliefs that you see an attack on your beliefs as an attack on you.
Courage – The first level of true strength. I’ve made a previous post about this level: Courage is the Gateway. This is where you start to see life as challenging and exciting instead of overwhelming. You begin to have an inkling of interest in personal growth, although at this level you’ll probably call it something else like skill-building, career advancement, education, etc. You start to see your future as an improvement upon your past, rather than a continuation of the same.
Neutrality – This level is epitomized by the phrase, “live and let live.” It’s flexible, relaxed, and unattached. Whatever happens, you roll with the punches. You don’t have anything to prove. You feel safe and get along well with other people. A lot of self-employed people are at this level. A very comfortable place. The level of complacency and laziness. You’re taking care of your needs, but you don’t push yourself too hard.
Willingness – Now that you’re basically safe and comfortable, you start using your energy more effectively. Just getting by isn’t good enough anymore. You begin caring about doing a good job — perhaps even your best. You think about time management and productivity and getting organized, things that weren’t so important to you at the level of neutrality. Think of this level as the development of willpower and self-discipline. These people are the “troopers” of society; they get things done well and don’t complain much. If you’re in school, then you’re a really good student; you take your studies seriously and put in the time to do a good job. This is the point where your consciousness becomes more organized and disciplined.
Acceptance – Now a powerful shift happens, and you awaken to the possibilities of living proactively. At the level of willingness you’ve become competent, and now you want to put your abilities to good use. This is the level of setting and achieving goals. I don’t like the label “acceptance” that Hawkins uses here, but it basically means that you begin accepting responsibility for your role in the world. If something isn’t right about your life (your career, your health, your relationship), you define your desired outcome and change it. You start to see the big picture of your life more clearly. This level drives many people to switch careers, start a new business, or change their diets.
Reason – At this level you transcend the emotional aspects of the lower levels and begin to think clearly and rationally. Hawkins defines this as the level of medicine and science. The way I see it, when you reach this level, you become capable of using your reasoning abilities to their fullest extent. You now have the discipline and the proactivity to fully exploit your natural abilities. You’ve reached the point where you say, “Wow. I can do all this stuff, and I know I must put it to good use. So what’s the best use of my talents?” You take a look around the world and start making meaningful contributions. At the very high end, this is the level of Einstein and Freud. It’s probably obvious that most people never reach this level in their entire lives.
Love – I don’t like Hawkins’ label “love” here because this isn’t the emotion of love. It’s unconditional love, a permanent understanding of your connectedness with all that exists. Think compassion. At the level of reason, you live in service to your head. But that eventually becomes a dead end where you fall into the trap of over-intellectualizing. You see that you need a bigger context than just thinking for its own sake. At the level of love, you now place your head and all your other talents and abilities in service to your heart (not your emotions, but your greater sense of right and wrong — your conscience). I see this as the level of awakening to your true purpose. Your motives at this level are pure and uncorrupted by the desires of the ego. This is the level of lifetime service to humanity. Think Gandhi, Mother Teresa, Dr. Albert Schweitzer. At this level you also begin to be guided by a force greater than yourself. It’s a feeling of letting go. Your intuition becomes extremely strong. Hawkins claims this level is reached only by 1 in 250 people during their entire lifetimes.
Joy – A state of pervasive, unshakable happiness. Eckhart Tolle describes this state in The Power of Now. The level of saints and advanced spiritual teachers. Just being around people at this level makes you feel incredible. At this level life is fully guided by synchronicity and intuition. There’s no more need to set goals and make detailed plans — the expansion of your consciousness allows you to operate at a much higher level. A near-death experience can temporarily bump you to this level.
Peace – Total transcendence. Hawkins claims this level is reached only by one person in 10 million.
Enlightenment – The highest level of human consciousness, where humanity blends with divinity. Extremely rare. The level of Krishna, Buddha, and Jesus. Even just thinking about people at this level can raise your consciousness.
I think you’ll find this model worthy of reflection. Not only people but also objects, events, and whole societies can be ranked at these levels. Within your own life, you’ll see that some parts of your life are at different levels than others, but you should be able to identify your current overall level. You might be at the level of neutrality overall but still be addicted to smoking (level of desire). The lower levels you find within yourself will serve as a drag that holds the rest of you back. But you’ll also find higher levels in your life. You may be at the level of acceptance and read a book at the level of reason and feel really inspired. Think about the strongest influences in your life right now. Which ones raise your consciousness? Which ones lower it?
One thing I like about these levels of consciousness is that I can trace back over my own life and see how I’ve been moving through them. I remember being stuck at the level of guilt for a long time – as a child I was indoctrinated into a belief system where I was a helpless sinner, being judged according to the standards of someone at the level of love or higher. From there I graduated to the state of apathy, feeling numb to the whole thing. By high school I had reached the level of pride — I was a straight-A student, captain of the Academic Decathlon team, showered with accolades and awards, but I became dependent on them. I hit the level of Courage in my late teens, but the courage was very unfocused, and I overdid it and got myself into all sorts of trouble. I then spent about a year in neutrality and moved through willingness and acceptance during my 20s with a lot of conscious effort. At present I’m at the level of reason and getting closer and closer to completing the leap to love. I experience the state of love more and more often, and it’s guiding many of my decisions already, but it hasn’t yet stuck as my natural state. I’ve also experienced the state of joy for days at a time, but never with any permanence yet. That state is a pervasive feeling of natural euphoria, as if I’m exploding on the inside with positive energy. It literally forces me to smile. I’ve been in that state for most of this morning, probably because I haven’t eaten anything yet today (I find it easier to hit that state of consciousness when I eat lightly or not at all).
We’ll naturally fluctuate between multiple states throughout the course of any given week, so you’ll probably see a range of 3-4 levels where you spend most of your time. One way to figure out your “natural” state is to think about how you perform under pressure. If you squeeze an orange, you get orange juice because that’s what’s inside. What comes out of you when you get squeezed by external events? Do you become paranoid and shut down (fear)? Do you start yelling at people (anger)? Do you become defensive (pride)? What happens to me under pressure is that I become hyper-analytical, but recently I just had a pressure situation where I handled it mostly by intuition, which was a big change for me. This tells me I’m getting close to the unconditional love state because in that state, intuition can be effectively accessed even under pressure.
Everything in your environment will have an effect on your level of consciousness. TV. Movies. Books. Web sites. People. Places. Objects. Food. If you’re at the level of reason, watching TV news (which is predominantly at the levels of fear and desire) will temporarily lower your consciousness. If you’re at the level of guilt, TV news will actually raise it up.
Progressing from one level to the next requires an enormous amount of energy. I wrote about this previously when discussing quantum leaps. Without conscious effort or the help of others, you’ll likely just stay at your current level until some outside force comes into your life.
Notice the natural progression of levels, and consider what happens when you try to short-cut the process. If you try to reach the level of reason before mastering self-discipline (willingness) and goal-setting (acceptance), you’ll be too disorganized and unfocused to use your mind to its full extent. If you try to push yourself to the level of love before you’ve mastered reason, you’ll suffer from gullibility and may end up in a cult.
Going up even one level can be extremely hard; most people don’t do so in their entire lives. A change in just one level can radically alter everything in your life. This is why people below the level of courage aren’t likely to progress without external help. Courage is required to work on this consciously; it comes down to repeatedly betting your whole reality for the chance to become more conscious and aware. But whenever you reach that next level, you realize clearly that it was a good bet. For example, when you hit the level of courage, all your past fears and false pride seem silly to you now. When you reach the level of acceptance (setting and achieving goals), you look back on the level of willingness and see you were like a mouse running on a treadmill — you were a good runner, but you didn’t pick a direction.
I think the most important work we can do as human beings is to raise our individual level of consciousness. When we do this, we spread higher levels of consciousness to everyone around us. Imagine what an incredible world this would be if we could at least get everyone to the level of acceptance. According to Hawkins 85% of the people on earth live below the level of courage.
When you temporarily experience the higher levels, you can see where you must go next. You have one of those moments of clarity where you understand that things have to change. But when you sink into the lower levels, that memory becomes clouded.
We have to keep consciously taking ourselves back to the sources that can help us complete the next leap. Each step requires different solutions. I recall when making the shift from neutrality to willingness, I listened to time management tapes almost every day. I immersed myself in sources created by people at the level of willingness until I eventually shifted. But a book on time management will be of little use to someone who’s at the level of pride; they’ll reject the very notion with a lot of defensiveness. And time management is meaningless to someone at the level of peace. But you can’t hit the higher levels if you haven’t mastered the basics first. Jesus was a carpenter. Gandhi was a lawyer. Buddha was a prince. We all have to start somewhere.
Look at this hierarchy with an open mind and see if it leads you to new insights that may help you take the next leap in your own life. No levels are any more right or wrong than others. Try not to get your ego wrapped up in the idea of being at any particular level, unless you’re currently at the level of pride of course. ;)

2014年2月6日 星期四

品質眾生相(208-210) :新戶政資訊系統、中產階級的縮減 H-P Says Autonomy Erred Prior to Deal

 品質眾生相(210) :

新系統花6億 遭批測試敷衍

新戶政系統出包惹民怨,不排除撤換戶政司長謝愛齡。資料照片
行政院二○○九年核定新戶政系統,內政部開了數百次會議,做過二十四次系統測試、十次壓力測試,軟體建置花近六億元,誰知一上路就出包。東華大學資訊工程系教授張瑞雄質疑,政府上路前的測試應只是敷衍了事,才造成新系統「大塞車」。

已知漏洞修復差

內政部戶政司長謝愛齡說,系統大塞車是因中介軟體介面出問題,前天已找到解決方案,但處理成效不好,因工程師對中介軟體等系統程式進行微調時,不能動到其餘程式,之後還要戶政同仁再行實測,但實測不見得與實際上線狀況吻合,故須不斷持續修復。
張瑞雄指,設計資訊系統軟體時,為解決不同作業系統同時在資料庫取資料,會加強中介軟體(Middleware)效度,因此中介軟體最容易出錯。 戶政系統與民眾切身相關,政府上線前應充分測試,現資料傳輸中斷,可能當初測試只從單端聯結單端,忽略上線後將是多端線路同時聯結的複雜情況。

將究責最重解約

中 介軟體出錯,須由硬體廠商負責找國外原廠維修,所以三家廠商大同公司、環安達實業、資拓宏宇公司都有責任。內政部次長蕭家淇說,將依合約追究責任,包括記 點、罰款,若違規或設計瑕疵,最重可終止合約。資拓宏宇公司董事長馮定國昨說,實際執行要問執行長沈安石,《蘋果》昨無法連繫上沈。
記者王家俊、李英婷  新頭殼newtalk2014.02.06 謝莉慧/台北報導

內政部次長蕭家淇繼昨天因新戶、役政資訊系統大塞車向受影響的民眾致歉後,今(6)日再奉內政部長李鴻源之命向社會大眾二度道歉,戶政司長謝愛齡則在記者 會中三度道歉。蕭家淇表示,這次問題的主因是軟體更新設計不完善,並承諾將於下週一(10日)前恢復正常運作,並將追究系統廠商資拓宏宇的責任,可能會以 罰款方式處置,李鴻源指示,「該罰的就罰,該計點就計點」。

新戶政資訊系統昨天才剛啟用,卻造成大塞車,究竟有多少人受到影響?據內政部統計指出,去年12月的戶、役政總接案件數就有22萬3952件,而昨天適逢農曆春節假期過後的首個工作日,單單是戶籍遷徙案就有1萬多件,卻因為新系統上路出包,而無法辦理。

蕭家淇今天下午召開記者會表示,針對新戶政系統所引發的爭端,除了檢討戶政司督導不周之責外,也將追究廠商的責任,如果違規或設計遐疵,最重可以終止合約,並上網公告後取消未來投標資格。不過,據了解,為避免造成更大的紛亂,內政部可能會以罰款方式處理。

戶政司長謝愛齡表示,據統計,這次新系統主要影響的是跨縣市申請案件,目前所有申請案仍會先收件受理,但將統一於下週一核發,對造成不便,深感抱歉。

品質眾生相(209) :

H-P Says Autonomy Erred Prior to Deal


Audit of U.K. Software Maker Points to Alleged Financial Improprieties in 2010

Updated Feb. 3, 2014 3:43 p.m. ET


Hewlett-Packard Co. said it found major accounting errors in an audit of the 2010 financial statements of U.K. software maker Autonomy, the first significant evidence backing up H-P's claim that Autonomy inflated its revenue and profit before the U.S. company acquired it.
The alleged improprieties were discovered during an H-P audit of Autonomy's financial results for 2010 and 2011. The 2011 filings were required by a U.K. regulator....

品質眾生相(208)
中產階級的縮減對於眾生對於品質的要求是否大改變呢?

The Middle Class Is Eroding. Just Ask the Business World.

The post-recession reality is that the customer base for businesses that appeal to the middle class is shrinking as the top tier pulls even further away.

2014年2月3日 星期一

戴明之友 Michael J. Armstrong 投書, Clean sweep of staff will raise stress, not test scores



letters | two Boston schools face staff exodus

Clean sweep of staff will raise stress, not test scores


I am disappointed that some schools might again be replacing many of their teachers (“Staff exodus from two schools likely,” Metro, Jan. 26). This is a recipe for increasing stress rather than quality of education.
In both Japan and America, the author and consultant W. Edwards Deming helped many businesses greatly improve their quality.
Deming argued that managers, not employees, are the source of most quality problems. So, how would bulk teacher layoffs improve schools?
Feedback is essential for improvement. Deming told firms to drive out fear among employees, and thereby encourage open communication. But how can teachers be anything but fearful if they can lose their jobs every several years?
Reducing variation is another key to improving quality. Dever Elementary School switched to dual-language instruction five years ago and replaced half its teachers four years ago. That’s a lot of disruption to overcome.
Deming also told leaders to eliminate arbitrary numerical targets, and instead focus on continual improvement. Dever is improving (“Frustrating, in any language,” Metro, Jan. 27). Let’s focus on those efforts, rather than on MCAS targets.
The employee-layoff approach is a classic 1950s business mistake. Let’s not repeat it with education in 2014.
Michael J. Armstrong
Northfield, Vt.
Michael J. Armstrong, an associate professor of business at Brock University, is a visiting research chair at Norwich University.

網誌存檔