「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.

2017年7月20日 星期四

Four Days With Dr. Deming to The Symphony of Profound Knowledge;The Symphony of Profound Knowledge By Ed Baker, 2017

7月22日的【漢清講堂】,我會有一場書介會,主題: Four Days With Dr. Deming to The Symphony of Profound Knowledge
二三十年前的Juran Quality Handbook 即有Ed談人力資源與品質之章。
後來Ed 寫一本他的成長之旅。
Here’s a look at a condensed version of our Q&A with Ed about The Symphony of Profound Knowledge.

Q: What is the content of the book based on?  

Ed Baker: The book is based on the character and teaching of Dr. Deming who was a moral philosopher, prophet, virtuoso, and sage with profound insights into the management of organizations and the art of leadership and living. 
The book is grounded in his leadership principles, concepts, and theories as well as those of other system thinkers and philosophers concerned with productive and meaningful human relationships within organizations and within society as a whole. Managers who are frustrated that their organizations don’t seem to be producing desired performance can gain new insights about how their management systems could be transformed. 

Q: Who can benefit from this book?

Ed Baker: Leaders and managers of all types of organizations from business, education, government, health care, and other enterprises. The book also aims to help individuals make daily living more understandable by seeing events in the context of the big picture. By learning to look at a whole-system view of events, it can help any individual lead a more fulfilling and joyful life. 

Q: That leads to our next question: how did your relationship with Dr. Deming lead to this book? 

Ed Baker: I had a 13 year association with Dr. Deming. He had asked me many years ago to write a book about his teaching that represented my perspective. I told him that I would simply be repeating what I learned from him.
However, now, more than 20 years after his passing, and reflecting on my ‘Baker's dozen’ years with him, I want to share my perspective with others. I believe that his teaching is necessary for the leadership of organizations and for leading one's own life.

Q: Dr. Deming’s timeless teachings have been, and will continue to be, a driving influence at Aileron. For someone who is unfamiliar with Dr. Deming and his work, can you share what else they should know about him, from your perspective in having worked with him?

Ed Baker: He was a visionary who saw the errors of practice in business, education, and government. [He saw that] management, first and foremost, was management of people, not accounting numbers. Common management practices were costly, in terms of profit, learning, and the human heart.
To spend time with him, he was [an] amazing human being, so generous and knowledgeable and a genius, and very modest. 

Q: In the book, you assert how Dr. Deming’s System of Profound Knowledge can be thought of as analogous to a musical score for a symphony. How did you arrive at that analogy to structure the book? 

Ed Baker: Dr. Deming was a musician and a composer. He often used analogies to an accomplished symphony orchestra to make his point about managing and organization as a system. I wanted to expand that idea.
The book is structured as a symphony with four movements, each movement being a component of his System of Profound Knowledge: Appreciation for a System; Theory of Knowledge; Knowledge of Variation; Knowledge of Psychology…Putting it into a context of his musical background and interests, I thought that would be a recognition of his contribution to frame it that way. 

Q: You bring up an example in the book from your friend, Tom O’Connell, a PGA golf professional, who put wholeness into a context that might be familiar to many readers. Can you share that story? 

Excellent performance in golf requires the interaction, the cooperation, of all the components of the human and physical processes that produce performance, e.g., the interaction of the golfer’s physiological and psychological processes and their interaction with the larger physical environment including the terrain and the tools—the golf clubs.
If performance is poor, evaluate the components system such as training, golf clubs, psychology, and how they interact.
And serious golfers are continually learning. They are able to experience that wonderful high, that magical feeling that comes when the swinging motion is a unified whole. Everything is just right, synchronized, working together. There are no separate parts—no shoulders, arms, hands, hips, legs, or feet. They all interact as one to accomplish the purpose of the activity, which is to propel the ball to the target. The hands don’t try to dominate the feet. The arm swing doesn’t dominate the body rotation. The eyes don’t look wherever they please. 
Each part of the body that contributes to the purposeful action of swinging the golf club interacts harmoniously with the other parts and with the golf club in order to perform properly. It is as if the body as a whole knows what to do… 
Golfers cannot improve their game unless they learn an appropriate model and then practice, continually learning to apply that model until a better one comes along. It is relatively easy to appreciate the fact that wholeness makes possible exceptional performance in golf and in the performing arts. It may not be as easy to appreciate this for other aspects of managing and living. 

Q: What should leaders know about the failure to understand variation in our everyday lives?

Ed Baker: Realize business should not be separated from the rest of your life—one affects the other. That's why it's a book about whole system. I think it's the responsibility of people that want to be leaders to recognize that. Remember that management first of all is a management of people, not the management of numbers. 
Some resist Dr. Deming’s [principles because it would require] change in the way of behaving and managing that got them to their current successful positions. They shouldn't be too resistant to these ideas. 

Q: Today, is there one of Dr. Deming’s 14 Points that resonates the most with you?

Ed Baker: This is hard to do since the 14 points are related; however, two points that must be addressed are: Number 9, Break down barriers between departments. People within an organization should not be competing with each other for rewards and recognition. Knowledge and information should be shared. This is especially true in government.

Then, Number 10. Eliminate slogans, exhortations, and targets. They are barriers to cooperation (refer to Number 9), and promote extrinsic motivation and internal competition.

Q: What was the most challenging part about writing the book? 

Ed Baker: Organizing the parts to present them as movements of a symphony. As mentioned, Dr. Deming liked to use a symphony orchestra to illustrate the cooperation among players needed to produce a high quality result. The job of the orchestra leader is to blend the players into one whole so that they play in concert. 

Q: And what was the the most fun or rewarding part of the process?

Ed Baker: It was fun because Dr. Deming was a composer and a musician and I believed he would have liked this approach. It was rewarding when some members of his family said about the book, ‘You nailed it.' 

Take Your Leadership—And Your Organization—To the Next Level 

“As we each read this book, it is interesting to note that while we are all in different phases of life, with different interests and immediate concerns, the teachings and philosophy apply evenly and very powerfully.” —Diana Deming Cahill, Linda Deming Ratcliff, Kevin Edwards Cahill, and John Vincent Cahill, founding trustees, the W. Edwards Deming Institute
Bring your organization (back) to economic health, and individuals to spiritual and psychological health by attaining joy in your daily work. Ed Baker’s The Symphony of Profound Knowledge will help you gain a greater understanding of Deming philosophy and—just as important—how to apply those concepts throughout your life.
We sat down and did a question and answer session with the author of The Symphony of Profound Knowledge, Ed Baker, one of Dr. Deming's most…


2017年7月18日 星期二


這些肯定反映中國出書的"印刷質量" 。

2017年6月29日 星期四

300億個運んだヤマトの「相棒」 集配車こうして生まれた(企業遺産)








企業遺産 300億個運んだヤマトの足、36年前の誕生秘話 

2017/6/29 7:18


2017年6月26日 星期一

高田(TAKATA)讓手:Takata's Road Through Bankruptcy Will Be Long and Costly

Billions of dollars are needed to fix the mess caused by exploding air bags.

The company has begun Chapter 11 proceedings in the U.S.




  高田幾乎所有的資產與事業,將以約1750億日圓(約合新台幣480億元)讓渡給中國大陸「寧波均勝電子」旗下的美國汽車零件製造商KEY SAFETY SYSTEMS(KSS)。預估KSS將成立新公司繼續經營事業。

2017年6月24日 星期六

The emissions scandal still hangs over VW: 北美市場罰款和補償共201億美金;律师奉劝前“大众”高管不要离开德国

The emissions scandal still hangs over VW


Dr. Deming生前,約1990年,紐約時報請他當"轉型"顧問。他與助手去討論一次,就以"時間分配有問題"為由婉拒了。
我相信過去二十幾年,美國大報的持續自我改造或外力改造成功 (如華盛頓郵報等易手),大家有目共睹。

以 CNN 做例子,美國的有線新聞其實跟台灣的有線電子媒體一樣,都被罵的很慘,這個狀況是非常非常類似的。因為一樣的問題,他有 24 小時的製播時間要填滿,一樣會遇到收視率的問題,所以常常重播、言之無物,為了收視率可說是無所不用其極。
我還記得有一年 CNN 在做美國大選的時候,當時他的宣傳重點不在於有多少人力在報導,而是在強調他的攝影棚做得有多炫,或是主播在 VR 上面的畫面呈現有多酷,然後就被罵慘了;還有一次是晨間報導的主播,示範他怎麼選新聞來播報,就在畫面上把新聞做的像一個輪盤一樣,然後隨機選一條,看選到哪一條就報哪一條,最後是被罵慘了以後,CNN 才趕快把這個輪盤拿掉。
但你現在回頭去看 CNN ,變化非常大,晚間時段幾乎都是國內外大事,向軍事、外交平時很冷門的話題新聞,也都講得特別多;在今年起,還加強強調他們的調查報導,特別請了普立茲獎得主的 Carl Bernstein 跟 James Steele 這兩位調查報導大咖,來協助 CNN 產出深度調查報導。
在紙媒的部分,比如說紐約時報,他的獨家報導還是非常非常有影響力的,但在此時,他也一樣在嘗試用 VR 做新聞、也產出 podcast ,甚至每天推送食譜給你,還幫你整理美劇重點。(如果沒時間看的話,還可以這個作弊一下。)華盛頓郵報也是,獨家報導一條比一條厲害,我相信現在沒有人會懷疑,華盛頓郵報在華府上面這個老大哥的地位。
川普一直以來,全部都是在罵媒體。而且他最近最有名的一次,就是用推特罵 CNN 這些主流媒體是全民公敵,不過也因為川普不停的罵媒體,與其說是罵醒了媒體,不如說是罵醒了美國的視聽大眾。
為什麼呢?因為現在美國人突然就理解到,有媒體來監督政府這事是多麼重要,因為你要仰仗共和黨主導的國會去監督川普,It is impossible,共和黨幫川普護航都來不及,所以大家就很擔心,會不會有一天醒來突然美國就變成川普國啦?
比如說,在這次法國大選的時候,我們就看到 26 家這個非常重要的媒體,聯合起來打擊假新聞。不管是巴拿馬文件或是維基解密,都是很多個國家的重量級媒體大家一起來同時進行查證的,讓媒體現在有個工具,終於可以團結起來,一起告訴你真正的事實發生應該是什麼樣子的。
明天(6/25) 禮拜日早上十點在 范琪斐的美國時間 播出的《 #范琪斐的週末放送》,會有我更詳盡對此議題的深度分析,也會談談美國國會的黑箱作業(跟台灣相比可說是黑透了!)。
當然如果你想更進一步討論,明晚(6/25)晚間十點,我將在 三立SET GO 做直播 live streaming,屆時歡迎大家一起來與我討論!

2017年6月22日 星期四

Lexus Loses Its Luster in a Key Quality Study. Takata to file for bankruptcy 高田將聲請破產股價崩跌55%.

安全氣囊出人命高田將聲請破產股價崩跌55%. 2017年06月23日

Takata to file for bankruptcy Monday, SMFG to provide bridge loan ...

1 day ago - FILE PHOTO: The logo of Takata Corp is seen on its display at a showroom for vehicles in Tokyo, Japan, February 9, 2017. REUTERS/Toru ...

Takata Corporation - Wikipedia

Takata Corporation is an automotive parts company based in Japan. The company has production facilities on four continents, with its European headquarters ...

Bloomberg Asia
Lexus owners reported 98 problems per 100 vehicles in the first three months of ownership.

This year, the brand finished below average for the first time.