We must invest more in disease research
The Times of Trenton - NJ.com
"Change is not required," wrote marketing guru W. Edwards Deming. "Survival is not mandatory." When it comes to health care, Deming's statement is literally ...
2011年2月3日 星期四
堂吉訶德 的師生緣Don Quixote in Taiwan
0203 2011 初一下午 我們夫婦與我初中的老師和師母
我們在東海校門口辦校友入校
我們在路思義教堂後停車從校長室出發到文理大道
天氣很好兩旁的數幾已成拱廊
2050才開啟的信息我們應無緣一聞
只進去景氣學系看一下......
再轉到建築系館那條路/或許該稱為"大智慧之路"
除了"大智慧大樓"外文管""人文館" 其他建築物都已垂垂老矣
我太太等都感覺Luce Chapel 變小了
銘賢堂前孟祥森先生認為全台灣最有楓樹味的樹也長得粗壯了
我們在附近的Dante 咖啡午茶
再到第二校區去
我第三次才知道音樂/美術系館的Axis 是東海湖
商學院幾的庭院也相當可喜
它們自己自足
唯一的缺憾是可能和文理大道 遙遙相對 不相往來
******
Vincent Van Gogh: 1853-1890:
謝老師送這本書也許是紀念我們1992年荷蘭的Vincent Van Gogh 博物館
以及他年輕時看影片聽到Vincent Van Gogh最後那一槍潸然淚下
萬古江河──中國歷史文化的轉折與開展
我當然會送他我2010年出版的書
他一見封面是畢卡索的堂吉訶德
就說他以前有一雕刻
可以送给我這種有緣人
.jpg)
系統與變異: 淵博知識與理想設計法 (2010)
我在網路上用"J. PINAL don quixote" 查一下
有一類似的作品 如下:
--
鍾 漢清
Hanching Chung (or HC/ hc)
地址：台北市新生南路三段88號2樓
電話：（02） 23650127
"交情千千" 電子連絡簿(日報)網址：
http://hcmemory.blogspot.com/
老華人戴明學院
http://www.deming.com.tw
台灣戴明圈: A Taiwanese Deming Circle
http://demingcircle.blogspot.com
胡適的世界 The World of Hu Shih
http://hushihhc.blogspot.com/
我們在東海校門口辦校友入校
我們在路思義教堂後停車從校長室出發到文理大道
天氣很好兩旁的數幾已成拱廊
2050才開啟的信息我們應無緣一聞
只進去景氣學系看一下......
再轉到建築系館那條路/或許該稱為"大智慧之路"
除了"大智慧大樓"外文管""人文館" 其他建築物都已垂垂老矣
我太太等都感覺Luce Chapel 變小了
銘賢堂前孟祥森先生認為全台灣最有楓樹味的樹也長得粗壯了
我們在附近的Dante 咖啡午茶
再到第二校區去
我第三次才知道音樂/美術系館的Axis 是東海湖
商學院幾的庭院也相當可喜
它們自己自足
唯一的缺憾是可能和文理大道 遙遙相對 不相往來
******
墨西哥 堂吉訶德 的師生緣Don Quixote in Taiwan
年謝立沛老師送的書
Vincent Van Gogh: 1853-1890:
謝老師送這本書也許是紀念我們1992年荷蘭的Vincent Van Gogh 博物館
以及他年輕時看影片聽到Vincent Van Gogh最後那一槍潸然淚下
萬古江河──中國歷史文化的轉折與開展
我當然會送他我2010年出版的書
他一見封面是畢卡索的堂吉訶德
就說他以前有一雕刻
可以送给我這種有緣人
.jpg)
系統與變異: 淵博知識與理想設計法 (2010)
- 系統與變異: 2010年戴明博士紀念研習會/ 東海的人生饗宴 晚宴
- 模式與故事--領導與組織學習; 知識與心理 2011
- 系統與變異: 淵博知識與理想設計法 (2010) 的索引 (1) n-z
- 系統與變異: 淵博知識與理想設計法 (2010) 的索引 (1) f-m
- 系統與變異: 淵博知識與理想設計法 (2010) 的索引 (1) a-e
我在網路上用"J. PINAL don quixote" 查一下
有一類似的作品 如下:
| | J. Pinal Mexico Don Quixote Folk Art Wood Carving
J. Pinal Mexico Don Quixote Folk Wood Carving This is an authentic and original Jose Pinal of Mexico wood carving. It personifies the the character of Don Quixote, immortalized by Miguel de Cervantes of Spain. It is the story of a man who decides to be a knight and practice true knightly aims such as chivalry, a dying and unrealistic ideal. The carving, measuring 18-1/2" tall, depicts our hero standing proud and erect, spear in hand and wearing his characteristic hat. It was carved by Jose Pinal, folk artist wood carver (1913-1999). The carving was purchased at an estate sale, Shreveport, Louisiana, of a person who traveled the world over 40 years in search of interesting, unusual and quality art. It shows no wear and no damage. |
--
鍾 漢清
Hanching Chung (or HC/ hc)
地址：台北市新生南路三段88號2樓
電話：（02） 23650127
"交情千千" 電子連絡簿(日報)網址：
http://hcmemory.blogspot.com/
老華人戴明學院
http://www.deming.com.tw
台灣戴明圈: A Taiwanese Deming Circle
http://demingcircle.blogspot.com
胡適的世界 The World of Hu Shih
http://hushihhc.blogspot.com/
2011年2月1日 星期二
龜兔/這家公司一些生產力方面的改善之指標
今天這兩篇都提到Deming 轉貼之後
Stability Versus Volatility
Smart Data Collective
It embraced the now famed plan-do-check-act (PDCA) iterative cycle espoused by the quality management guru W. Edwards Deming. Toyota's objective was steady ...
Federal Heath recognized by state
Jacksonville Daily Progress
American statistician William Edwards Deming is accredited with first applying the lean concept to Japanese industry after World War II. ...
這篇的Deming 是引向Wikipedia 中的
Chinese dynasties lasted centuries. Investments in companies by Silicon Valley California venture capitalists may last only months.
Which is best? A controlled growth approach or grab it all while the going is good?
The tortoise or the hare. Which one won the race?
Japanese firms like Toyota and Honda have historically been controlled growth firms. They want their amount of management competencies to parallel their size and evolving complexity. I am old enough to remember when Honda only sold lawn mowers with exceptional engines. Then they produced a low end 90cc motorcycle. Then a car. It was their plan.
The famous Toyota Production System (TPS) and its “one piece flow” just-in-time manufacturing approach was based on continuous learning and discovery. It is a management philosophy. It embraced the now famed plan-do-check-act (PDCA) iterative cycle espoused by the quality management guru W. Edwards Deming. Toyota’s objective was steady growth to build its managerial talent somewhat independent of global economic cycles. When global economies boomed, Toyota raised prices to dampen accelerating production volume. When global economies declined toward recession levels, they lowered prices to maintain existing or modestly growing production volume levels. Maximizing short-term profits was back seat to long term success.
Tortoise or hare?
Was the recent Toyota auto safety problems and resulting recalls caused by a departure of stability toward opportunistic growth motivated in part to replace General Motors as the world’s leading auto manufacturer? I do not think so. My guess is Toyota’s snafu will be viewed years from now as a minor temporary blip to their long term approach to stable growth.
But the world seems to be in an increasing speed-up mode with more volatility and accelerating change. Is it possible this is a false read, and big fluctuating swings and unexpected events just appear that way because of CNN-like 24 hour news coverage collected from all corners of the earth? Are there really more earthquakes and floods? Or do global media simply report what was not in prior decades quickly communicated as news?
Or is my observation of faster change correct? Is increased volatility the real deal? Examples of volatility include changes in consumer preferences, foreign currency exchange rates, and commodity prices, just to name a few. Trends can develop quickly such as oil dependence, emergence of country economies (e.g., India and Brazil), and instantaneous Internet-based global communications. Unanticipated shocks can come from occurrences like the Asian tsunami, H1N1 flu, the global economy crisis, Euro currency shocks, and now the crisis in Egypt. Has the Internet, global communications, and relaxation of international country trade barriers introduced big sin wave vibrations and turbulence compared to past decades’ rock-a-bye baby smooth rises and falls?
For the sake of argument, let us assume that economic volatility is escalating to become the new normal. How does this affect managerial styles and approaches? An obvious change might be that five year detailed line-item strategic plans are out the window. A long term vision and mission direction setting is acceptable, but not the detailed financial projections that go with them.
Organizational agility and speed to change is replacing the fixed straight line cruise control momentum that may have worked for Toyota but may simply not be an appropriate management style when the highway ahead is full of twists and turns.
So where is the tie-in with enterprise performance management, business intelligence and business analytics (especially predictive analytics)? I always connect my writings to these.
Where is the tie-in? Re-read a prior key sentence: “Agility and speed to change replaces momentum.” Without strategy maps and their derived key performance indicators (KPIs), then employee alignment is too loosely connected with the executive team’s strategy – misalignment. Without insights to customer micro-segment preferences and their associated profitability to offer products and services to them, then long term sustaining profits are jeopardized. Without demand forecasting, then an organization will be endlessly reactive, not pro-active.
I can offer more examples of performance management methodologies that are essential to be competent in such that without them there are adverse consequences. The message here is that maybe long-term controlled growth is not the wisest approach.
Tortoise or hare? Maybe the rabbit is the one to place your bet on.
*****
這家公司與Deming 沒什關係
只是提到他....
不過讀者或許可以了解一些生產力方面的改善之指標
January 31, 2011
“All of these people have a job because this company is here. That’s what matters to me — is job creation and retention right here in Jacksonville,” Haberle said, “so our economy can continue to thrive. They make a difference in our economy by keeping all of these people at work.”
Federal Heath has four manufacturing facilities in Jacksonville; Euless; Denmark, Ohio; and Oceanside, Calif. The Jacksonville facility was awarded the Customer Performance Award for Lean Enterprise Excellence on Monday.
“We’ve had a problem in the U.S. with shrinking manufacturing jobs and we can’t compete in the labor costs with places like China and Vietnam so we have to be innovative,” said TMAC Customer Relations Manager Deborreh Wallace. “Lean is the process of reducing or eliminating waste — waste of motion, waste of processes, waste of raw materials, people’s time, all the things customers will not pay for.”
American statistician William Edwards Deming is accredited with first applying the lean concept to Japanese industry after World War II. The lean concept was made famous in the manufacturing world by Toyota, Wallace said, but American companies quickly caught on.
“The first cars that Henry Ford made were all black because black paint dried the fastest,” she said.
The Federal Heath facility in Jacksonville makes about 8,000 signs per year for several petroleum companies including Shell, Valero, and Conoco, and restaurants such as Burger King and Chili’s. Signs made in Jacksonville are distributed throughout the nation and internationally.
The facility was recognized for several improvements: Inventory turns doubled, 65-percent reduction in perpetual inventory, 67-percent reduction in days to complete physical inventory, 14-percent improvement in on-time complete manufacturing date, 24.4-percent improvement in on-time customer agreed date, 20-percent overrun improvement, 62-percent scrap reduction, 55-percent reduction in warranty claims, 50-percent reduction in utility costs, higher customer satisfaction and 55-percent equipment set-up efficiencies.
The Jacksonville facility is the second Federal Heath manufacturing plant to receive TMAC recognition. The Euless plant was awarded for its lean efforts last year.
“I’m extremely proud of all the employees here at this operation,” said Federal Heath CEO and President Kevin Stotmeister. “It was only five years ago that this location became a part of the federal heath family through an acquisition and that acquisition was after some pretty difficult business years.”
Before the facility was bought by Federal Heath in 2005, it was Zimmerman Sign Co. and was on the brink of bankruptcy, said Neil Sanford, operations manger who started at the facility in 1981 when it was still under the Zimmerman name.
“The way we run the business today is completely 360 (degrees) from the way we did it back then,” Sanford said. “When we were Zimmerman we believed in having a lot of everything so if someone ordered it, and through lean we’ve learned that it truly is just the other way — (make it) just in time. You don’t want it sitting around, dollars tied up. Lean has been the driving force of the success we’re having right now.”
Since being bought by Federal Heath and adopting the lean program, the facility has improved every year. The facility began making a profit last year, said Bob Halfpenny, supply chain research and development manger for the Jacksonville branch.
“(Ken Hendrix, former owner of Federal Heath) believed in America and he liked to make jobs. He liked to take companies that were out of business and he would buy them and he would work to turn them into a profitable company,” Halfpenny said. “In 2009, the company had less revenue overall than the year before and more profit. We made more on less business because we became way more efficient and that added security to all these people’s jobs.”
Two employees have worked at the facility for 40 years, Sanford said.
“Average employment here is 10 years,” he said.
Texas House Senate District 3 Director Wyma Green, on behalf of Sen. Robert Nichols, presented Sanford with the award and a Texas flag.
“The presentation and acceptance of this award has been made possible by the hard work and dedication of each member of our team,” Sanford said.
Representatives from Shell Oil, Austin Bank, the Bank of Texas and the CEO of Trinity Mother Francis Hospital, Tom Cammack, were in attendance.
Stability Versus Volatility
Smart Data Collective
It embraced the now famed plan-do-check-act (PDCA) iterative cycle espoused by the quality management guru W. Edwards Deming. Toyota's objective was steady ...
Federal Heath recognized by state
Jacksonville Daily Progress
American statistician William Edwards Deming is accredited with first applying the lean concept to Japanese industry after World War II. ...
這篇的Deming 是引向Wikipedia 中的
Stability Versus Volatility
comments Posted February 1, 2011 by Gary CokinsChinese dynasties lasted centuries. Investments in companies by Silicon Valley California venture capitalists may last only months.
Which is best? A controlled growth approach or grab it all while the going is good?
The tortoise or the hare. Which one won the race?
Japanese firms like Toyota and Honda have historically been controlled growth firms. They want their amount of management competencies to parallel their size and evolving complexity. I am old enough to remember when Honda only sold lawn mowers with exceptional engines. Then they produced a low end 90cc motorcycle. Then a car. It was their plan.
The famous Toyota Production System (TPS) and its “one piece flow” just-in-time manufacturing approach was based on continuous learning and discovery. It is a management philosophy. It embraced the now famed plan-do-check-act (PDCA) iterative cycle espoused by the quality management guru W. Edwards Deming. Toyota’s objective was steady growth to build its managerial talent somewhat independent of global economic cycles. When global economies boomed, Toyota raised prices to dampen accelerating production volume. When global economies declined toward recession levels, they lowered prices to maintain existing or modestly growing production volume levels. Maximizing short-term profits was back seat to long term success.
Tortoise or hare?
Was the recent Toyota auto safety problems and resulting recalls caused by a departure of stability toward opportunistic growth motivated in part to replace General Motors as the world’s leading auto manufacturer? I do not think so. My guess is Toyota’s snafu will be viewed years from now as a minor temporary blip to their long term approach to stable growth.
But the world seems to be in an increasing speed-up mode with more volatility and accelerating change. Is it possible this is a false read, and big fluctuating swings and unexpected events just appear that way because of CNN-like 24 hour news coverage collected from all corners of the earth? Are there really more earthquakes and floods? Or do global media simply report what was not in prior decades quickly communicated as news?
Or is my observation of faster change correct? Is increased volatility the real deal? Examples of volatility include changes in consumer preferences, foreign currency exchange rates, and commodity prices, just to name a few. Trends can develop quickly such as oil dependence, emergence of country economies (e.g., India and Brazil), and instantaneous Internet-based global communications. Unanticipated shocks can come from occurrences like the Asian tsunami, H1N1 flu, the global economy crisis, Euro currency shocks, and now the crisis in Egypt. Has the Internet, global communications, and relaxation of international country trade barriers introduced big sin wave vibrations and turbulence compared to past decades’ rock-a-bye baby smooth rises and falls?
For the sake of argument, let us assume that economic volatility is escalating to become the new normal. How does this affect managerial styles and approaches? An obvious change might be that five year detailed line-item strategic plans are out the window. A long term vision and mission direction setting is acceptable, but not the detailed financial projections that go with them.
Organizational agility and speed to change is replacing the fixed straight line cruise control momentum that may have worked for Toyota but may simply not be an appropriate management style when the highway ahead is full of twists and turns.
So where is the tie-in with enterprise performance management, business intelligence and business analytics (especially predictive analytics)? I always connect my writings to these.
Where is the tie-in? Re-read a prior key sentence: “Agility and speed to change replaces momentum.” Without strategy maps and their derived key performance indicators (KPIs), then employee alignment is too loosely connected with the executive team’s strategy – misalignment. Without insights to customer micro-segment preferences and their associated profitability to offer products and services to them, then long term sustaining profits are jeopardized. Without demand forecasting, then an organization will be endlessly reactive, not pro-active.
I can offer more examples of performance management methodologies that are essential to be competent in such that without them there are adverse consequences. The message here is that maybe long-term controlled growth is not the wisest approach.
Tortoise or hare? Maybe the rabbit is the one to place your bet on.
*****
這家公司與Deming 沒什關係
只是提到他....
不過讀者或許可以了解一些生產力方面的改善之指標
January 31, 2011
Federal Heath recognized by state
JACKSONVILLE — Mayor Robert Haberle declared this week Federal Heath Week in Jacksonville after Federal Heath Sign Company received recognition from the Texas Manufacturing Assistance Center for reducing waste, upping profits and securing jobs for its 156 employees.“All of these people have a job because this company is here. That’s what matters to me — is job creation and retention right here in Jacksonville,” Haberle said, “so our economy can continue to thrive. They make a difference in our economy by keeping all of these people at work.”
Federal Heath has four manufacturing facilities in Jacksonville; Euless; Denmark, Ohio; and Oceanside, Calif. The Jacksonville facility was awarded the Customer Performance Award for Lean Enterprise Excellence on Monday.
“We’ve had a problem in the U.S. with shrinking manufacturing jobs and we can’t compete in the labor costs with places like China and Vietnam so we have to be innovative,” said TMAC Customer Relations Manager Deborreh Wallace. “Lean is the process of reducing or eliminating waste — waste of motion, waste of processes, waste of raw materials, people’s time, all the things customers will not pay for.”
American statistician William Edwards Deming is accredited with first applying the lean concept to Japanese industry after World War II. The lean concept was made famous in the manufacturing world by Toyota, Wallace said, but American companies quickly caught on.
“The first cars that Henry Ford made were all black because black paint dried the fastest,” she said.
The Federal Heath facility in Jacksonville makes about 8,000 signs per year for several petroleum companies including Shell, Valero, and Conoco, and restaurants such as Burger King and Chili’s. Signs made in Jacksonville are distributed throughout the nation and internationally.
The facility was recognized for several improvements: Inventory turns doubled, 65-percent reduction in perpetual inventory, 67-percent reduction in days to complete physical inventory, 14-percent improvement in on-time complete manufacturing date, 24.4-percent improvement in on-time customer agreed date, 20-percent overrun improvement, 62-percent scrap reduction, 55-percent reduction in warranty claims, 50-percent reduction in utility costs, higher customer satisfaction and 55-percent equipment set-up efficiencies.
The Jacksonville facility is the second Federal Heath manufacturing plant to receive TMAC recognition. The Euless plant was awarded for its lean efforts last year.
“I’m extremely proud of all the employees here at this operation,” said Federal Heath CEO and President Kevin Stotmeister. “It was only five years ago that this location became a part of the federal heath family through an acquisition and that acquisition was after some pretty difficult business years.”
Before the facility was bought by Federal Heath in 2005, it was Zimmerman Sign Co. and was on the brink of bankruptcy, said Neil Sanford, operations manger who started at the facility in 1981 when it was still under the Zimmerman name.
“The way we run the business today is completely 360 (degrees) from the way we did it back then,” Sanford said. “When we were Zimmerman we believed in having a lot of everything so if someone ordered it, and through lean we’ve learned that it truly is just the other way — (make it) just in time. You don’t want it sitting around, dollars tied up. Lean has been the driving force of the success we’re having right now.”
Since being bought by Federal Heath and adopting the lean program, the facility has improved every year. The facility began making a profit last year, said Bob Halfpenny, supply chain research and development manger for the Jacksonville branch.
“(Ken Hendrix, former owner of Federal Heath) believed in America and he liked to make jobs. He liked to take companies that were out of business and he would buy them and he would work to turn them into a profitable company,” Halfpenny said. “In 2009, the company had less revenue overall than the year before and more profit. We made more on less business because we became way more efficient and that added security to all these people’s jobs.”
Two employees have worked at the facility for 40 years, Sanford said.
“Average employment here is 10 years,” he said.
Texas House Senate District 3 Director Wyma Green, on behalf of Sen. Robert Nichols, presented Sanford with the award and a Texas flag.
“The presentation and acceptance of this award has been made possible by the hard work and dedication of each member of our team,” Sanford said.
Representatives from Shell Oil, Austin Bank, the Bank of Texas and the CEO of Trinity Mother Francis Hospital, Tom Cammack, were in attendance.
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