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 CONTENTS1: 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. JaffaAcknowledgments 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。
Getty
Getty
Getty
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.