"世界戴明圈" 企劃大綱草稿 2008
華盛頓1993，戴明博士：A Majestic Life
「天方夜譚」世界戴明圈──史話 作者：HC
「天方夜譚」中研院──現代學術社群史話 作者：潘光哲
這是根據OOTC/TNE兩書的索引所提到的人名的次數的統計
BELL LAB 3
J. M. Juran 6/1；
P. Crosby 1/0；
P Drucker 0/ 2；
A. V. Feigembaum2/0；
G. Taguchi 2/1；
R Ackoff 0/ 2 ；
M. H. Hansen 0/ 2
W. A. Shewhart 19/ 7；
L. S. Nelson 14/ 3；
D. S. Chamber 8/0 ；
W. G. Hunter 2/0；
M. Tribus 1/ 2；
Dear Lou,
English is very difficult for us. I remember when I read your message "If you would take the time to send me your story about your interesting experience with Myron in electronic form by November 1, we should have a very interesting and fun keepsake for Myron that he will enjoy and treasure." I need to check what is a "keepsake" means. But I must write something to celebrate Myron's birthday. So I spent half an hour to write down some notes and please advise are they "acceptable" and some suggestions for improvement.
Perhaps I was one of the very few friends of Myron who didn't meet with him in person but I wrote two dedications to him. One is my study of late H. A. Simon's early controversy in administrative 'science' with L. Urwick in the 'span of control" issue. I planned to delivered it in Bat'a's first conference but I failed to attend the meeting. Since we learned a lot from Myron's papers posted in Deming Electronic Network so I dedicate one of my contributions to Learning Organization list to thank Myron's generosity.
Myron is well-known in Chinese speaking countries. In Taiwan, I launch a a monthly report since this March and I wrote an account of this in October issue. I try to retell my cyberspace friendship with him here. I introduced two persons ' 80 birthday 'speeches' in our magazine. One is Benjamin Graham's Eightieth Birthday Speech (April 11, 1974) and Tennyson's " Ulysses" is the theme. The other is Prof. R. Ackoff's " On Passing Through 80". I am looking forward to enjoying Myron's.
Myron was very kind to give us a foreword to the Chinese translation of Peter Scholtes's The Leader's Handbook. ( This book was also published in China) Peter is very kind to acknowledge Myron's influence on him on Deming Philosophy. I think Myron's versatile outputs since '80s are amazing and the rippling effects is felt in China now.)
A note of my contributions. I coined Myron's Chinese name while I translated W. W. Schkenbach or Dr. Joiner's books. Myron's Chinese name is Tsuei-Bus, Tsuei is one of Chinese surnames ( Dr. W. E. Deming's Chinese name is Dai-Ming , Dai is another Chinese surnames, Ming like Ming Dynasty, stands for "intelligence and wisdom".) Both Japanese and Chinese translated "bus" directly from the sound. So I hope Myron's name can be remembered by Chinese easily.
This help me to make a joke with Myron in the Chinese magazine since it is common to quote a metaphor of life with "bus" and "tram" : "An engine that moves/ In predestinate grooves,/ I'm not even a bus, I am a tram.".
It is better late than Never. This bring to my point that while I study Dr. Deming life and his papers, I found Myron is one one key persons to know their friendship since '80s. I think around three years ago I wrote to Myron that I hope he wrote his memoir to help 'the rest of us' know the quality revolution in the States better. His answer is encouraging that he is writing one for his family. ( This is very important since Myron's other career paths are very interesting and important for some readers like me but the available resources in the cyberspace are very limited. I traced his story in Xerox with several business books, thanks to the "name index").
What I don't know about Myron. I think if I don't 'study' Myron's book and papers on thermal dynamics, scientific papers including his advocate of Bayesian approach, I only know a fractional of the tip of Myron's assets. Unfortunately, that is the case now. In addition to this, Myron's dedication his time in educational systems is very impressive and a model for us. (I was very moved by his papers and reports posted in DEN). So Myron is a living treasure for many of us. I hope more Chinese can appreciate and enjoy his wisdom and insights on quality, management and educational leadership.
Best regards,
F. Anscombe；
L. H. T. Tippett3/0；
A. Hald 3
Alexander A. Mood 3
Fedreic Mosteller 5
Ellis Ott 1
W. Tukey 4/0；
/Yoshika Tsuda 2/0；
Yoshi Tsurumi 4/0；J
ohn
Takenaka Komuten1/0
E. E. Nishibori4/0
Keizo Neishimura1
Juni Noguchi 1；
Hiroshi Sugiyama2/
James K. Bakkken 5；
Kenichi Koyanagi2
Harry H. 3/Ku
D. E. Petersen1/0；
W. E. Conway 4/0；
W. W. Scherkenbach 9/9；
W. J. Latzko 9/1；
G. P. Ranney 3/4；
B. Lawton 0/4；
B. L. Joiner 0/ 4；
E. M. Baker 3/0；
N. Backattis 0/7；
H. Hacquebord 5 /2；
J. Orsini 2 /3；
P Scholtes 0/ 1；
P. Senge
K Yoshida 0/1；
D. J. Wheeler 0/1；
J. O. Whitney 0/1；
0/1；H. Neave0/2；
P. Nolan 0/ 2；
T. H. Johnson 0/ 1；
A. Kohn 0/4；
R. Moen2/
C. I. Lewis 4
Kaoru Ishikawa 3
Ichiro 1
Noriaki Kano 1
JUSE 4/
On Deming vs. Taylor
J. M Juran(1973) " The Taylor System and Quality Control" Quality Progress Vol. 6, May, p.42
Peter Drucker (1973)" Management--tasks, responsibilities, practices" with many sympathetic view of Tayor's contributions to the study of work. See introduction and Chapter 17.
K. T. Delavgne and J. D. Robertson(1994) " Deming's Profound Changes". Prentice-Hall.
Below are the brief remarks from Tom Nolan upon receipt of the Deming Medal from ASQ last week.Lloyd Provost API
American Society for Quality Awards Luncheon
Thomas W. Nolan
May 7, 2001
Dr. Joyce Orsini called me one evening and told me that I was the year 2000 recipient of the Deming Medal. My feelings were one of pride mixed with astonishment. But these feelings shortly turned to chagrin for receiving an individual honor for what has been a team effort.
My wife, Helen, who is here, and my two boys, Patrick and Brian, have encouraged me in my personal and professional development. Allow me to illustrate with a brief story. I was pursuing a Ph.D. in statistics from George Washington University while Helen and I were raising our two
sons. I had finished my course work and was having some success consulting with organizations who were attempting to make quality a business strategy. The work on the dissertation seemed daunting.
In addition, the sacrifices that Helen was making were mounting because of the extra work she was assuming while I was pursuing the degree. I told her of my thoughts about abandoning the dissertation and moving on. Her reply:
�Oh no you don't. We can make it one more year � but not a day more!�
Perhaps thousands of Ph.D. candidates more talented than I have faced the same dilemma but did not receive their degree because they lacked the encouragement that Helen so generously gave to me.
Tens or even hundreds of persons in the United States are as deserving of this medal as I am. They simply lack friends and colleagues as generous as mine. It takes time to nominate someone for this medal. The nominator must write an application and obtain the requisite endorsements. As near as I can tell Dr. Jim Espinosa of Overlook Hospital in New Jersey hatched the plan and many other friends and colleagues carried it out.
I most clearly recognize the team-based nature of this medal when I think of my colleagues at Associates in Process Improvement: Lloyd Provost, Ron Moen, Jerry Langley, Kevin Nolan, and Cliff Norman. We have been together almost twenty years although we are scattered in or near
Washington DC, Austin, Detroit, and Sacramento. We have no titles or hierarchy and no common financial statement. Freed from budget preparation, salary negotiations, and maneuvering for the corner office, we endeavored to learn and apply the science and methods of quality improvement.
When Dr. Deming was alive we listened eagerly for his latest thinking - not to accept it as dogma but as a provocation for how we might become more helpful to our clients. We integrated Dr. Deming's ideas with wisdom from other greats in this field such as Dr. Joseph Juran.
I have read the application submitted in my behalf. Organizations supplied many examples of ideas, methods, or advice that I had brought to the organization or helped them execute. I can trace the methods or advice in every example to their beginnings in discussions, debates, or disagreements carried out in a spirit of constancy of purpose and cooperation with my API colleagues.
The receipt of this medal has prompted me to reflect on Dr. Deming's legacy and to wonder in what new directions he would be sending us if he were alive today.
I suspect that he would chastise us for not sufficiently exploiting the power of cooperation. In today's interconnected, global business environment almost anything is achievable with cooperation and almost nothing without it. What could be more difficult to copy than an organizational culture built on cooperative interactions at all levels?
Let me cite an example. I and my colleagues at the Institute for Healthcare Improvement have just finished reviewing 227 applications from health care organizations for six grants from the Robert Wood Johnson foundation totaling more than $20 million dollars over three years. The aim is to demonstrate that the quality of health care can be made significantly better and thus provide motivation to the industry to seek perfection in care.
Many of the proposals were spectacular in their proposed aims, methods, use of technology, and leadership commitment. I am optimistic that the initiative will accomplish its aims. I would be close to certain of it if I knew that the six grantees would be successful in fostering cooperation. Specialists and family physicians will need to work together in new ways.
Physicians, nurses, and pharmacists will need to see themselves in a common system and to cooperate if they are to pursue perfection. Three years from now the list of those who were successful in raising the standard of performance will be those who were successful in raising the standard of cooperation.
All of you here can contribute to Dr. Deming's legacy by raising the standard of cooperation in your company and your industry. This will take new knowledge about cooperation and new methods to increase cooperation in everyday work. What could be more fun!
I am grateful to the American Society for Quality for sponsoring the Deming Medal and for selecting me as the year 2000 recipient.
Thank you.
這是根據OOTC/TNE兩書的索引所提到的人名的次數的統計
BELL LAB 3
J. M. Juran 6/1；
P. Crosby 1/0；
P Drucker 0/ 2；
A. V. Feigembaum2/0；
G. Taguchi 2/1；
R Ackoff 0/ 2 ；
M. J. Hansen 0/ 2
W. A. Shewhart 19/ 7；
L. S. Nelson 14/ 3；
D. S. Chamber 8/0 ；
W. G. Hunter 2/0；
M. Tribus 1/ 2；
Dear Lou, English is very difficult for us. I remember when I read your message "If you would take the time to send me your story about your interesting experience with Myron in electronic form by November 1, we should have a very interesting and fun keepsake for Myron that he will enjoy and treasure." I need to check what is a "keepsake" means. But I must write something to celebrate Myron's birthday. So I spent half an hour to write down some notes and please advise are they "acceptable" and some suggestions for improvement. Perhaps I was one of the very few friends of Myron who didn't meet with him in person but I wrote two dedications to him. One is my study of late H. A. Simon's early controversy in administrative 'science' with L. Urwick in the 'span of control" issue. I planned to delivered it in Bat'a's first conference but I failed to attend the meeting. Since we learned a lot from Myron's papers posted in Deming Electronic Network so I dedicate one of my contributions to Learning Organization list to thank Myron's generosity. Myron is well-known in Chinese speaking countries. In Taiwan, I launch a a monthly report since this March and I wrote an account of this in October issue. I try to retell my cyberspace friendship with him here. I introduced two persons ' 80 birthday 'speeches' in our magazine. One is Benjamin Graham's Eightieth Birthday Speech (April 11, 1974) and Tennyson's " Ulysses" is the theme. The other is Prof. R. Ackoff's " On Passing Through 80". I am looking forward to enjoying Myron's. Myron was very kind to give us a foreword to the Chinese translation of Peter Scholtes's The Leader's Handbook. ( This book was also published in China) Peter is very kind to acknowledge Myron's influence on him on Deming Philosophy. I think Myron's versatile outputs since '80s are amazing and the rippling effects is felt in China now.) A note of my contributions. I coined Myron's Chinese name while I translated W. W. Schkenbach or Dr. Joiner's books. Myron's Chinese name is Tsuei-Bus, Tsuei is one of Chinese surnames ( Dr. W. E. Deming's Chinese name is Dai-Ming , Dai is another Chinese surnames, Ming like Ming Dynasty, stands for "intelligence and wisdom".) Both Japanese and Chinese translated "bus" directly from the sound. So I hope Myron's name can be remembered by Chinese easily. This help me to make a joke with Myron in the Chinese magazine since it is common to quote a metaphor of life with "bus" and "tram" : "An engine that moves/ In predestinate grooves,/ I'm not even a bus, I am a tram.". It is better late than Never. This bring to my point that while I study Dr. Deming life and his papers, I found Myron is one one key persons to know their friendship since '80s. I think around three years ago I wrote to Myron that I hope he wrote his memoir to help 'the rest of us' know the quality revolution in the States better. His answer is encouraging that he is writing one for his family. ( This is very important since Myron's other career paths are very interesting and important for some readers like me but the available resources in the cyberspace are very limited. I traced his story in Xerox with several business books, thanks to the "name index"). What I don't know about Myron. I think if I don't 'study' Myron's book and papers on thermal dynamics, scientific papers including his advocate of Bayesian approach, I only know a fractional of the tip of Myron's assets. Unfortunately, that is the case now. In addition to this, Myron's dedication his time in educational systems is very impressive and a model for us. (I was very moved by his papers and reports posted in DEN). So Myron is a living treasure for many of us. I hope more Chinese can appreciate and enjoy his wisdom and insights on quality, management and educational leadership. Best regards,
F. Anscombe；
L. H. T. Tippett3/0； A. Hald 3
Alexander A. Mood 3
Fedreic Mosteller 5
Ellis Ott 1
W. Tukey 4/0；
Yoshika Tsuda 2/0；
Yoshi Tsurumi 4/0；
John Takenaka Komuten1/0
E. E. Nishibori4/0
Keizo Neishimura1
Juni Noguchi 1；
Hiroshi Sugiyama 2/
James K. Bakkken 5；
Kenichi Koyanagi 2
Harry H. 3/Ku
D. E. Petersen1/0；
W. E. Conway 4/0；
W. W. Scherkenbach 9/9；
W. J. Latzko 9/1；
G. P. Ranney 3/4；
B. Lawton 0/4；
B. L. Joiner 0/ 4；
E. M. Baker 3/0；
N. Backattis 0/7；
H. Hacquebord 5 /2；
J. Orsini 2 /3；
P Scholtes 0/ 1；
P. Senge
K Yoshida 0/1；
D. J. Wheeler 0/1；
J. O. Whitney 0/1；
0/1；H. Neave0/2；
P. Nolan 0/ 2；
T. H. Johnson 0/ 1；
A. Kohn 0/4；
R. Moen2/
C. I. Lewis 4
Kaoru Ishikawa 3
Ichiro 1
Noriaki Kano 1
JUSE 4/
On Deming vs. Taylor J. M Juran(1973) " The Taylor System and Quality Control"
Quality Progress Vol. 6, May, p.42
Peter Drucker (1973)" Management--tasks, responsibilities, practices" with many sympathetic view of Tayor's contributions to the study of work. See introduction and Chapter 17.
K. T. Delavgne and J. D. Robertson(1994) " Deming's Profound Changes". Prentice-Hall.
2009年十月的戴明博士紀念演講時
應該還會出版 "世界戴明圈" 一書
序言
2008年邀請WWS先生做戴明博士紀念演講時
出版 新書 台灣戴明圈
當時邀法國朋友來主持今年的戴明博士紀念演講
他給我信說
戴明博士的最後力作TNE
是他關心 談論人類的未來之作
"The New Economics" is about the future of Mankind
真是一語中的 語重心長
戴明博士在 OOTC 書中說
該書有許多朋友的貢獻
它們匯聚成大河
河床日漸深且廣闊
戴明博1993年逝世之後
這世界戴明共同體的智慧 愛心之大河仍然細流不已
只可惜是沒有像戴明博士這樣的人才來整合
我這十幾年的編譯出版
只想為社會留下一點我們致敬的記錄
Dr. Deming 強調其學說適用 產業 政府 和教育等領域各有一大部分
這一期會在現任美國總同談的領域討論
President Obama asked both houses of Congress to quickly address energy, education and health care.
In Time of Crisis, Urging Bold Action and Big Ideas
By PETER BAKER
The president sought to convince anxious Americans why now is the right time for expanding aspirations.
政府之服務重公平猶如效率
第 199 頁
...The public sector must search for and apply the appropriate private management techniques to improve its analyses and evaluations of outcomes. On the other hand, some private sector policies such as moving to the suburbs, may produce short-run benefits for the company, but are counterproductive in the long run.2 ...
Quote from W. Edwards Deming:
Management of outcomes may not be any more than a skill. It does not require knowledge. Management's job is to look ahead. ( W. Edwards Deming:) look ahead 前方を見る; 将来のことを考える ((to)).
陷入信任危機
trust or trust-loyalty 是 out of the crisis 的關鍵字
第 100 頁
Since the workers are the beneficiaries of what would otherwise be profits, labor- management trust comes naturally.2 Fear of unfriendly takeover. ...
第 5 頁
relationship of loyalty and trust to improve the quality of incoming materials and to decrease costs. The consumer is the most important part of the ... 第 23 頁
Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust. 5. Improve constantly and forever the system of production ... 第 36 頁
... in 1950 on the need to improve incoming materials, and on advice to establish with every vendor a long-term working relationship of loyalty and trust. ... 第 43 頁
... 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. ... 第 59 頁
Is this a good way for the management to build up loyalty and trust with the employees? 8. Drive out fear.7 No one can put in his best performance unless he ...第 159 頁
How many two years ago? How many three years ago? d. What is your program for developing long-term relationships of loyalty and trust with your suppliers ...
第 488 頁
They must work with the chosen vendor for any one item on a long-term relationship of trust and loyalty to improve the uniformity and dependability of ...
專題演講或討論會
專業顧問
從Dr. Deming 的經驗說起
統計研究顧問
顧問的道德準則
經營管理之顧問
我的一些經驗談
Philips Taiwan 的 TE & O
Thomas Group
C 公司
自己的一些不夠專業之經驗
下一代的顧問之培養
Association Française Edwards Deming
Dear Jean-Marie,
How is the situation in France? We here are hit by the recession quite hard. I copy this letter to David and Bill for their reference.
This letter I try to give you a sketch of my plan. I like to invite your thought.
Last year, I published one book on Taiwan Deming Community. I thought I should publish one book per year so that without so-called "lost decade".
This October, I like to make a survey of Worldwide-Deming Community (according to me). Thee coverage is USA, UK, Japan, France, Taiwan.
For France, I got one essay and two articles ( two short talks from Dr. Deming) from you beside your two books about five years ago. You might like to give me some updating.
For U. K., the main coverage is BDA and Vanguard.
Best Regards,
Hanching Chung (or HC/ hc)
A Taiwanese Deming Circle
http://demingcircle.blogspot.com/
*****
Dear HC,
France is suffering too. Economists predict worsening. Wait and see. France has got a good welfare state which is very helpful for unemployed, sick and old people. The USA have not.
The French Deming Association is running confidential talks with some politicians in order to apply the Deming philosophy.
My last book "La Culture du Resultat" has not be printed. Everybody can load it free from our website http://www.fr-deming.org/francais
Best regards,
JM
"世界戴明圈"
10 月12-16 日 (2009) 的慶祝活動
Seminar, 議題課程
鳥瞰過去三十年的 "世界戴明圈" 出版精華
統計研究 轉危為安與新經濟
Deming 生產系統與持續改善--顧客之聲 流程之聲和 利害關係人之聲
鍾漢清,
DFR (Design For Reliability) 簡英哲*
DFSS (Design For Six Sigma) 徐歷昌**
PDSA與說明企業"自古成功在科學地試驗" Competing on Analytics 我過去與 HERBERT SIMON 討論羅斯福總統的優秀施政
SIMON也認為他了不起之處在 "精打細算" 實驗
*Chien, Ying-Che (Y.C.)
** David Hsu
"世界戴明圈"
(每位人物都選刊其代表作)
Dr. Deming
傳記 思想和朋友
美國
The W. Edwards Deming Institute
This page contains information about the Deming Institute: Aim & Values Events Projects Tacoma/Pierce County Community Partnership Network of Deming Associations The Deming Electronic Network Institute Newsletter - External link Deming Papers Research Scholarships Deming Library of Congress Collection Conferences Video Recording and Archiving Variation Kit Paperweights Contact Information
The Deming Cooperative
二十位精英
Deming Web Site -- Site Map
http://deming-network.org/deming_map.htm
Ohio Quality and Productivity Forum list [external link] Dallas Deming Study Group list [external link]
簡記時代周刊( Time Magazine) 中的戴明博士 1981-95
Current contents include: "Data "Sanity": Statistical Thinking Applied to Everyday Data." by Davis Balestracci
"A Missing Step to Better Quality" by Harold Blomquist
"The Business of Business is People" by Laurie Broedling
Discussion Questions for Deming's Profound Changes by the authors: Ken Delavigne and Dan Robertson (pdf format) "Dr. Deming's 1950 Lecture to Japanese Top Management" submitted by John Dowd
"TQM Philosophers Matrix" by Jake Hodges (updated 20JUL99)
Essays auf Deutsch by Dr. Ernst C. Glauser (pdf format)
The 66 Questions from Chapter 5 of Out of the Crisis by Jean-Marie Gogue (in English) The 66 Questions from Chapter 5 of Out of the Crisis by Jean-Marie Gogue (in French) "A Different Perspective on Quality: Bringing Management to Life" H. Thomas Johnson's keynote at Fall 1997 Deming Institute Conference A series of Essays by David and Sarah Kerridge (pdf format) Managing Complexity -- 23K Dr. Deming's Cure for a Sick System -- 18K Aristotle's Mistake -or- The Curious Incident of the Dog in the Night Time -- 6K Scientific Method and Continual Improvement -- 33K Scientific Method in Management - How to Learn from Experience and Use it Effectively -- 25K What do Customers Want? -- 20K Notes on Six Sigma Theory by Bill Latzko (pdf format) Study Guide for the text 4 Days with Dr. Deming by Bill Latzko (pdf format) "A Study of Statistical Process Control" by Dr. Henry Neave "Grading...The Deming Way" by Del Nelson
"Three essays on C.I. Lewis and his book Mind and the World Order" by Terry Peterson
The Case for Bringing the Tools of Creativity into the Field of Quality Management" by Paul Plesk
Myron Tribus' Essays General Philosophical Essays 1.
The Germ Theory of Management
Compares the changes in medicine when germs were discovered by Louis Pasteur with the changes that should be made in management following the lead of W. Edwards Deming. Useful for catching the attention of skeptics. Quality Applications in Industry 1. Deming's Way, 1981, 23K
This essay was first published by Tribus in 1981, just after he had met Dr. Deming. It has been reproduced in several languages and is now considered a classic in the field. It is intended to introduce Deming's ideas to a skeptical audience without need for technical explanations.
2. Reducing Deming's 14 Points to Practice,, 1984, 53K
Discussion of how Deming's ideas were utilized in Japan in a number of companies that had won the Deming Prize.
3. Deming Memorial for National Academy of Engineering, 1992, 16K
A review of Deming's life and contributions from graduate school days to the last years of his life.(Given in late 1992)
4. Lean on Quality, 21K
Discusses how it is that you become lean by being very good You don't become good by becoming lean.
5. Three Systems for Quality, 51K
The interactions of the technical system, the social system and the managerial system in an enterprise determine the culture. All three systems are 'boxed in' by the paradigms inculcated by education.
6. Policy Deployment, 51K
How to deploy a policy through a company and be assured that the people hear what you intended to say, at all levels.
7. Applying the 14 Points in Japan.
Further remarks on "Reducing Deming's 14 Points to Practice" based on another visit to Japan.
8. Nine Questions to Drive TQM Processes, 1993, 11K
Questions a leader can raise which help focus people's attention on quality improvement.
9. The CEO Doesn't Understand Quality. How Do I Save My Company?, 27K
Reflections on a common problem. Strategies are reviewed beyond the obvious one, "Write a new resume".
10. When the Boss Starts to Talk About Quality, Should I Listen?, 17K
How to understand Boss-speak on the subject of quality.
11. Updating the BOS (Brain Operating System), 26K
The analogy between a Disk Operating System (Dos, Windows, etc.) and the way the organizational brain works.
12. Checklist for Quality and Productivity, 14K
A list of things to look at when reviewing an enterprise's quality effort.
13. How Deming redefined the concept of management, 87K
A brief review of Deming's philosophy of management.
14. Myron's Senate testimony for the National Society of Professional Engineers, 36K
Points made in a congressional hearing on technological competitiveness.
15. 11 Links in the Transformation of An Enterprise to Make Quality the Strategy for Success
The eleven links that have to be in place to make quality a strategy. Starting with leadership, an aim, a vision, a statement of values, training, rewards, etc., etc.
16. Putting Dr. Deming's 14 Points to Work, 196K More observations from the field.
17. Judging the Quality of an Organization by Direct Observation , 115K
The indicators you can observe in a walk through.
18. Planning the Quality Visit, 134K
Changing the review process so that it helps people and amplifies their potential contributions. Applying the PDSA cycle to the improvement process itself.
19. Changing the Corporate Culture - Some Rules and Tools, 134K
Lessons learned from companies that have been successful in changing themselves.
20. Some Observations on Systems, Probability, Entropy, and Management, 134K
A philosophical treatment of the fundamental ideas in mathematics and logic that undergird much of what we do in quality management.
21. Quality in a Service Environment, 143K
This essay explains "Deployment Flow Charting" by way of an example drawn from the newspaper industry. It has two purposes: 1) To illustrate quality in a service industry and 2) to show the power of deployment flow charting when a process is inherently complex
22. Lessons from Thomas Bata for Modern Day Managers , 43K
Tribus: "My objective is to find the most important methods that the Bata system of management can teach today's entrepreneurs." Frank Voehl's Essayshttp://deming-network.org/fpl.pdf
在戴明獎時代公司花一億美元架設資訊系統
這家電力公司取得獎 不過最後下場類似台灣飛利蒲
"煙消雲散" 重回原點
日本
戰後品質生產力發展一甲子
The Deming Prize
兼評ISO 9000族
獎主 書籍
英國
Henry Neave
David Kerridge
Vanguard 顧問公司
追憶 BDA
200603
英國 The Observer 周日 Sunday March 12, 2006 的 Simon Caulkin 專欄談企業界經常被管理潮流 `之空話 迷思所惑 （ Bosses in love with claptrap and blinded by ideologies ） 他引 Deming 說如果太刻板重視目標之追求，常常會不惜一切但求達標、犧牲一切 Incentives do incentivise - but be careful what you wish for. As W Edwards Deming said, people with sharp enough targets will probably meet them even if they have to destroy the company to do so. And what about change or die?The trouble, they say, is that companies are so bad at it that 'empirically it is change and die'. （ claptrap noun [U] INFORMAL DISAPPROVING
foolish, meaningless talk which should not be believed:
Don't believe a word of what he says. It's just a load of claptrap. ）
法國
JMG與法國
台灣
品質生產力發展一甲子
台灣戴明圈 1995-2009
其他各國
資源與資訊索引
萬世福音
Deming Medalists 2007
H. Thomas Johnson
2006
Peter R. Scholtes
2004
Shoichiro Toyoda
2003
Lloyd P. Provost
2002
Ronald D. Moen
2001
Henry R. Neave
2000
Thomas W. Nolan
1999
Donald E. Petersen
1998
Thomas J. Boardman Ph.D.
1997
Edward M. Baker
1996
Dr. Gipsie B. Ranney
Metropolitan Section 1995
William J. Latzko 1994
Joyce Nilsson Orsini
1993
Gerald J. Hahn
1992
William W. Scherkenbach
1991
Cuthbert Daniel
1990
George A. Barnard
1989
William A.J. Golomski
1988
George E. Box
1987
David R. Cox
1986
Brian L. Joiner
1985
J. Stuart Hunter
1984
Lloyd S. Nelson
1983
Paul C. Clifford
1982
John W. Tukey
1981
Hugo S. Hamacher 這是少數找不到資料的人
1980
John C. Mandell
1979
W. Edwards Deming
Marcia Daszko
Dan Robertson joins Marcia Daszko & Associates
http://www.mdaszko.com/
"She was my student . . . and is a catalyst for leadership transformation to improve quality, innovate, and make a better future." Dr. W. Edwards Deming
187
美國德州的讀者投書 說報紙如何保持品質業績的十大要事
其中談到戴明博士的學說與人人都切身相關
Your Turn
The Tribune - Kingwood,TX,USA
Monday, February 09, 2009
I hope you receive lots of compliments on the Page 1 layout (Feb. 4). It’s a real winner and quite eye catching. Good work.
Lynn Ashby’s article (Feb. 4) on big newspapers’ decline poses an interesting management problem. Top executives of big newspapers must find a way to attract readers and advertisers.
My view is that all newspapers¯not just the big ones¯can and should do a better job of educating readers about (1) human anatomy and human health (diet, exercise, etc.), (2) computer hardware and software, (3) writing well, (4) real estate, (5) investing, (6) taxation, (7) the Israeli-Palestinian conflict, (8) radical Islam, (9) the ideas of W. Edwards Deming on management (his ideas have implications for everyday living) and (10) energy-efficient living.
*****Out of the Crisis
第 xiii 頁
Hundreds of people in my seminars have contributed to the river of knowledge that has swelled deeper and wider year by year.
他將朋友告訴他的寫在書中 「related」的搜尋結果 第 36 頁
... who counsels management, related to me that she asked a vendor if it would not be a good idea to inform the customer that his order will come late. ...
第 54 頁
A further common fallacy of leadership may be illustrated here, an example related to me by my friend David S. Chambers. A supervisor held out for ... 第 129 頁
It was related to me during a seminar (source unfortunately unrecorded) that the management of a company that makes furniture, doing well, ... 第 132 頁
The teaching of pure statistical theory in universities, including the theory of probability and related subjects, is almost everywhere excellent. ... 第 145 頁
(Related to me by Kate McKeown.) 12. Operator (running four lathes simultaneously): Before I had the control chart, I could not tell what I was doing. ...
第 376 頁
A man in one of my seminars related the fact that any policeman in his home city receives for every complaint against him the same letter, no matter whether ...
「friend」的搜尋結果
第 xiii 頁
I owe this observation to my friend James B. Fitzpatrick of General Motors. This book could never have seen print without the dedicated skill and ... 第 2 頁
A clear statement of the relationship between quality and productivity comes from my friend Dr. ... 第 13 頁
The following paragraph received from a friend in a large manufacturing company will serve as illustration : This whole program ... 第 27 頁
My friend Bob King, director of GOAL (Growth Opportunity Alliance of Greater Lawrence, Mass.), while in Japan in November 1983 received these instructions ... 第 30 頁
My friend David S. Chambers told me about a printing company that proofread everything 1 1 times. Why do you think the manager called on Mr. Chambers for ... 第 36 頁
... delivery and quality drives some customers to engage two or three vendors in the hope that one of them will come through. My friend Barbara Kuklewicz, ... 第 54 頁
A further common fallacy of leadership may be illustrated here, an example related to me by my friend David S. Chambers. A supervisor held out for ... 第 59 頁
My friend Heero Hacquebord of Pretoria told me that the teacher at the school that his little girl entered gave two examinations and called father to report ... 第 88 頁
... friend ... 第 94 頁
... 10 I owe to my friend William A. ... 第 122 頁
He comes without advertising or persuasion, and he may even bring in a friend. It pays to keep the customers satisfied: if a car owner likes his car, ... 第 136 頁
A friend, a consultant far abler than I am, spent six weeks in the spring and summer of 1983 in a division of one of America's best-known companies. ... 第 138 頁
(Letter from my friend Dr. Noriaki Kano of the University of Electro-Communications, Tokyo.) "We installed quality control." No. ... 第 140 頁
Whatever happens, any trouble is always laid to some other part of the equipment, made by someone else. My friend Robert Piketty of Paris put it this way: ... 第 168 頁
Concerning advertising, a clever observation by my friend Irwin Bross in his book Design for Decision (Macmillan, 1953), p. 95: The purpose of studies in ... 第 175 頁
Or, as my friend Robert W. Peach put it for Sears, Roebuck & Co. : The goods come back, but not the customer. Who is the consumer? ... 第 185 頁
My friend Elbert T. Magruder whom I worked with in the Chesapeake and Potomac Telephone Company in Washington observed from visits to a sample of ... 第 274 頁
A friend in Hamburg told me years ago that any woman that had been a visiting nurse will be a good interviewer. She loves people, and people will talk to ... 第 321 頁
A convenient summary of useful patterns based on the Western Electric book has been compiled by my friend Lloyd S. Nelson.6 Statistical control. ... 第 327 頁
... 7 I am indebted to my friend Dr. Lloyd S. Nelson for this experiment. Discussions with Dr. Gipsie B. Ranney and Dr. Benjamin J. ...第 332 頁
很抱歉，此頁的內容受到限制. 第 344 頁
(This chart came from my friend Ernest D. Schaefer of General Motors, 1982.) control of quality, which in turn means statistical control of speed of ... 第 369 頁
Each book has something good in it, and nearly every author is a friend and colleague of mine. Most of the books nevertheless contain bear traps, ... 第 380 頁
... 2 I have borrowed this example from an unpublished paper written by my friend David S. Chambers. ... 第 391 頁
My friend Dr. E. E. Nishibori of Tokyo first mentioned to me the economy and efficiency of making observations on natural variation, leaving experimentation for problems not solved by simple observation.... 第 392 頁
natural variation, leaving experimentation for problems not solved by simple observation. The same theme has long been voiced by my friend Dr. Hugh Hamaker, for years with the Philips Corporation in Eindhven... 第 460 頁
57, 58, 59, and 60 show the proportion of red beads in binomial samples and remainders for selected values of N and n (kindly prepared by my friend Benjamin J. Tepping, on his computer ... 第 463 頁
... 17 I am indebted to my friend Dr. Morris H. Hansen for pointing out this feature of samples drawn from large lots for enumerative purposes. ... 第 465 頁
The central problem in management, leadership, and production, as my friend Lloyd S. Nelson put it, and as we have remarked in earlier chapters, is failure to understand the nature and interpretation of variation.
第 487 頁
My friend Dr. E. E. Nishibori, listening to them, came forth with the remark: "Yes, I know something about that. Six fire bombs fell on my house during the war, and they were all duds."...
「indebted」的搜尋結果
教育領域
Quote from W. Edwards Deming:
Management of outcomes may not be any more than a skill. It does not require knowledge.
look ahead 前方を見る; 将来のことを考える ((to)).
『 1990年代末期我在中原大家開通識課程，碰到問題，不知如何教授企業管理知識給學生，他們都沒什麼工作經驗的。我特別向 赫伯特 A. 西蒙（ Herbert A. Simon ，http://www.answers.com/topic/herbert-simon，中文名字司馬賀）大師請教。我當時將Simon 他怎麼說的整理出來，發表在網路上：現在修飾過的版本如下：
請教司馬賀管理教育
讀者當知，司馬賀（
Herbert. A. Simon ）為一了不起的教育家。他在
40年代創設（主持）的卡內基理工工商學院，是世界頂尖的，也出了一些諾貝爾經濟學獎得主；這在《
管理行為》中，有個案：「一所商學院的設計」。
我在 1999年2 月寫信向他討教管理學如何教？因為根據西方名校傳統，入門課要由資深的教授教，才會有融會貫通的樂趣。我以前在東海大學化學系四年級（ 1990）實驗一年，所得的結論是：「管理學無法教，因為智慧無法傳授。」上學期在中原試一學期「近代管理學趨勢」，期終改論文作業時，才知自己教得並不好，因而學生所學到的甚淺。我感到很深的挫折，就向司馬賀大師請教：如果他是我，會如何啟發後輩學者？
他在3月5日（'99）給我一封電子回信。其中有關管理學教育的一段，我翻譯出來給大家參考：
「如何教管理學（
Administration）是個難題。目前美國大多數商學院所選出來的
MBA（企 管碩士）大多至少有兩、三年商業實務經驗，這樣教起來就極不一樣了。要是學生沒有這種經驗背景，我總是試著要求學生把所就學的大學看成一個組織，以組織學 的話來看待大學中的事情，從而能把大學當作實驗室的代替品。這並不改變你的論點（按：其實這是司馬賀在自傳《我生活的種種模式》中的看法）：許多管理學上 的原理（
principles），
很簡單而又明白清楚；困難之處在如何根據所信的原理，養成力行的習慣。然而，我們不該從中得出結論說：習慣是不可改的。（按：《
管理行為》中有專節討論組織的習慣與創新。）」
（我按照他的建議，希望學生研究中原大學，這可把他們難倒了，……我記得當時談很多電腦化註冊和選課系統… ..）
我又與他談「大中國區」的大學教育之「質」（例如，世界上真正的科學實証教育，並未在教育中生根立足，所以「怪力亂神」現象特別嚴重。）和「量」（台灣 的高教並不符合人民的期望，而大陸的高教投資，遠低於發展之所需。台灣的所謂「追求卓越」，大筆的散財於高教，小學等基本教育和設備之質與量堪虞…）
我是有心辦網路上的”自由 SIMON大學”。他以為，大學量已經太多，在當前(以及未來數世代）中，最重要的是如何利用現代化的傳播科技，把世界上的一流大學（strong universities）之資源與社區連用、分享。 』 （鍾漢清 1999年）
你聽過什麼教育界的「後設評鑑」嗎？ 許多教育管理者是外行，可他們的職權，卻必須評內行分資源（說的人容易說得天花亂墜……） 我覺得台灣教育界不懂得研究，所以台灣廠商生產出廉價電腦，就買幾百台（？）送偏遠地區，也不好好研究一番它們的「效應」…..
「……杜正勝指出，有小朋友問他「什麼功課什麼最重要？」（原新聞如此說？），他最自然反應就是「體育運動」最重要，要努力的做。……希望鼓勵學生，重視運動、並注意節能減碳重要性。
他也強調落實常態編班重要性，他說，之前查到有些縣市違反常態編班，已移送監察院，希望大家秉持實事求事，努力做，雖現實層面會有壓力困難，但常態編班是既定政策。970114.」
英國學制的翻譯或許開始"標準化"：Vice-Chancellor為 "执行校长"
……..）
2007 年，我走過台大管理學院的兩座約15層的高樓，都可以看到數層樓高的Slogan：（類似）「全力通過AACSB評鑑」--外行人可能搞不清楚這是什麼玩藝。其實，這是美國大學百年前商學教育界的 ISO 9000啦（這樣說，大家比較容易懂，注意：它的評鑑要旨如ISO 9000，根據申請學校自己說的使命（當然不可能是「敦品勵學 愛國愛人」啦）：Stated Missions, Flexible Standards。
台灣的老師們可能一看到哈佛大學等都列入其中，自然產生「一見鍾情」的幻想，以為經由此龍門，一還可由此國際化、二來或可「提升品質」
….）
政大
EMBA與中山EMBA決定聯合退出《Cheers》雜誌的EMBA排名
『
10月中旬，政大、台科大、交大、 清大、成大、中山六校宣布簽署「EMBA教育聯盟協議書」，共用EMBA資源建立平開放性的合作機制，扭轉逐漸惡化的競爭生態。
「品質必須維持！」談起退出排名及六校
EMBA簽署協議書這兩件事，李志宏最在意的是「事件的本質」。他表示，必須嚴肅思考EMBA如何對產業、企業發展作出最大的貢獻，這兩件事目的都很單純，都在「以合作取代競爭」。
環顧歐美，甚或亞洲，許多著名大學重視的都不是競爭，而是建立自己的特色，以自己的特色和其他大學攜手合作、擴大國際影響力。近幾年國內商管學院跟著媒體起舞，耗費時間心力在排名上，其實是反其道而行的不智行為，因為「用同一把尺來衡量，是不可能發展出自己的特色。」』
Stated Missions, Flexible Standards
It is important to understand that application of AACSB’s 21 accreditation standards are based on the stated mission of each institution. While standards must be met, they are flexible enough so that they can be applied to a wide variety of business schools in many locations with different missions. It takes between three and five years for a school to go through the entire accreditation process. Delivery method of programs has nothing to do with a school's ability to earn AACSB accreditation. AACSB's mission-based accreditation allows for a wide variety of business schools to earn accreditation, including many institutions that offer online and other distance learning programs, as well as the more conventional on-campus programs.
第 16 頁
The following paragraphs from Marvin E. Mundel, Measuring and Enhancing the Productivity of Service and Government Organizations (Asian Productivity Organization...
第 120 頁
The perspective of the people that we report to has a span of two weeks.
The following paragraph from the book by Marvin E. Mundel cited earlier (p. 16), may also be helpful with respect to government service : . ...
第 185 頁
... of the American Society for Quality Control (Costa Mesa, Calif.), 2 October 1976. The figure 86: 14 came from my friend Dr. Marvin E. Mundel. ...
第 216 頁
9 See Marvin E. Mundel, Motion and Time Studies (Prentice-Hall, 1950; rev. ed., 1970), p. 128; LHC Tippett, "Ratio-delay study," Journal of Textile ...
第 501 頁
Motor, test of, 420 Multiple parts, inspection, 425, 436, 447, 449-452 Multiple shipping points, 39 Marvin E. MUNDEL. 16, 120, 185, 216 Municipal service. ...
令人驚訝的是，品質保證在許多地方只是一堆氾濫的數字，告訴你某種產品上個月有幾個不良品，以及逐月或逐年的比較而已，充其量只告訴了管理者事情進展如何，並沒有指出改善途徑。
一九八二年一月在美國亞特蘭大（Atlanta）舉行的銀行管理協會，有人建議每家銀行設立一個辦公室來衡量生產力（美國大約有一萬四千家銀行，這個計畫就會創造一萬四千個職位）。很不幸的是，「衡量」生產力不能改善生產力。
另一方面來說，對生產力進行有系統的研究，以確知某一特定活動是否與該組織目標一致、花費將有多少，對管理者是利多於弊。下面文字取材自穆德（Marvin E. Mundel）的《服務業與政府機構生產力的衡量與加強》一書（Measuring and Enhancing the Productivity of Service and Government Organizations）（亞洲生產力組織出版，第三─四頁）便足以說明。
考慮「產出」的同時，不能不考慮它們所要達成的「目標」。
讓我們先分析一些實例以明白其來龍去脈。據說，偉大的美國發明家愛迪生（Thomas A. Edison）曾提出一個表決器的構想，想改善美國國會的投票程序。
他向眾議院議長及參議院主席說明他的作品如何使用。依照他的想法，他會在每位眾議員及參議員的椅子扶手上安裝三個按鈕。紅色的表示「不贊成」，綠色的表示「贊成」，白色的表示「棄權」。愛迪生說，只要一開始投票，議員一按按鈕，誰投什麼票及得票總數都會立即顯示。愛迪生很驕傲地向發言人及主席保證，他的發明既可消除唱票錯誤，還可節省半數點名時間等。
當眾院發言人及參院主席唐突地打斷他，告訴他說這種投票系統根本不需要、也沒人要時，他當場愣住了。他們說，它不但無法改善參眾兩院的作業，也會全然攪亂了美國國會的正常運作……愛迪生眼中所認為的改善，在國會來講根本就是另一回事。因為拉長了的點名唱票時間，是國會作業程序中特意安排的一部分。愛迪生的快速表決器，當然不符國會主旨。
另一個例子是，某大造船廠想要改善負責「規劃暨執行下水典禮小組」的績效。他們一開始僅著眼於寄發請帖等改善。但是後來有人質疑，問題可能來自典禮本身（產出），及其目的（目標）混淆不清所致。
設立典禮策劃小組的目的原在於改善與供應商及相關政府官員的公共關係。雖然典禮本身（產出）一開始確實名實相符。可是當典禮從一年辦一次到幾乎每個月辦一次時，這種儀式就沒什麼意義，而且令人生厭了。
他們不再去改善規劃與執行的方法，反而把方式改為只邀請少數相關人員參加──船東、船東的來賓們以及公司其他人士。經澄清後，籌辦典禮的小組多出二十人可轉任其他工作，其他額外的節省也相當可觀（例如安排臨時座椅的人力減少，以及典禮舉行的啟航時間損失減少等），公共關係也改善了。
****
No one can see the future, but we must try. Dr. W. Edwards Deming
|
|
Dear Hanching,
My grandfather, Dr. Deming, once said, "No one can see the future, but we must try." That became so clear over the past year as we could not have anticipated how our world would change, and how important virtual learning would become. As the year unfolded, we began implementing a plan that was many years in the making. The aim was to bring “Deming Learning” to the masses, to make it accessible for anyone, any time, from anywhere in the world. Our method was to leverage technology and create an online learning platform that seamlessly blended with our other assets and programs. In 2018, we launched our first major fundraising campaign, Deming OnWard, to raise $1.5 million for the development of this new online learning platform. Thanks to generous donors and the contributions of countless volunteers, the campaign was a success and the online program is now in beta testing! As we prepare to expand our impact, we are thrilled to announce the name for our online program, DemingNEXT. |
|
DemingNEXT begins the next chapter of The Deming Institute story, as we seek to help as many people and organizations recover and innovate for the future as possible. The cornerstones of DemingNEXT are the contributions of longtime Deming advocates, practitioners, and subject matter experts. Many worked directly with my grandfather while others were ardent students of his teachings. Their Deming experiences, within their own organizations and from teaching others, provides meaningful perspective to guide learners on their own Deming journeys. Capturing their insight and expertise through interviews, articles, profiles, podcasts and videos has created a collection of comprehensive educational Deming content unlike any other.... |
|
