2005/3/31關於品質界的兩則記事
午1500 戴久永教授來取一本書（戴明修煉I）。談品質教科書中沒有任何基本的techniques東西，多談些bsc、6x、等等。我說這可以寫篇論文，探討企管教育中的品質、流程、服務業等方面之空砲彈。這可以對比Deming-based MBA之想法。他提到教科書的翻譯每頁250元。我希望他 調查Dr. Juran的真正法學 title是什麼，因為這是困擾台灣學界的資格問題（有所謂法學博士並非我們所想的）。
我說他四年之後再退休，也可以來玩一下論文集。他說他是一匹野狼，沒group。
他近幾年少寫文章，我說可惜。要保持點力道到最後一口氣。
*****
朋友/前輩：
下述林先生引的這篇文章，並不完全（應該參考『同道：從fellowship談起；與王晃三教授同道同光』一文）。-- 我想，「個人新聞台simon university」或參觀一下。譬如說，在QRDC過去7次會議期間，我在它存約數百篇「作品集」。
現在我簡單地談你們下周要談的兩大主題：「本委員會任務應如何聚焦？」和「我們期望產出何種成果？」
首先，我們如果過去一開始開始，就懂得做會議等所根本的目的書（purpose statement），就方便得多。
它的方式大約：
「本委員會應如何運作？要做那些？」和「我們期望產出的成果」
【To Do… I the ways of…So That…】
If we did it formally…可惜…..
現在要談「本委員會任務應如何聚焦？」和「我們期望產出何種成果？」
可不就容易多……
----
不過，……..我們可以補充，請林先生和王主委整理一下，大家再重新出發。
這是從supply端看，我們似乎也應該要求學會csq，問他們的要求 夢想—這是Demand端。
*****
我過去最覺得最失望的是，csq 言行的落差很大。
現代組織面臨的最大衝擊是：資訊/知識的民主化、分散和加速累積。所以csq 似乎應往「知識和經驗的交流和累積平台」之方向走。
所以，我們花些時間討論所謂的「品質知識社群」*……
也許這些還不夠深入，要深入談。我相信這只是「一端」，一己之見。
*或許可參考：索羅維基（James Surowiecki）『群眾的智慧-如何讓個人、團隊、企業與社會變得更聰明』楊玉齡譯，遠流出版公司，2005。
原書：
Wisdom of Crowds: Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economics, Societies, and Nations
『衆知 - 何故多数は少数より賢明なのか？そして集団的知恵が如何にビジネス、経済、社会、国家を形成するか？』
2005年3月31日 星期四
2004年12月15日 星期三
A Toast to Dr. W. Edwards Deming
[PDF] MAQIN -
2004
A MAQIN Special Event Tedd Snyder, Albany Analytical On December 15 th , at the Great Dane Brewpub, a group of MAQIN members celebrated the life and work of Dr. W. Edwards Deming.
Maury Cotter, Director of Strategic Planning and Quality Improvement, University of Wisconsin-Madison, opened the session asking, “Why are we here?”, using the same phrase with which Dr. Deming began his seminars. The group heard some of the life lessons from Dr. Deming as Maury recounted from the October 1994 issue of the newsletter, SPC INK: If it weren’t for Dr. Deming… “I would still read the daily stock market reports and think they meant something. I would know my auto service/repair people as well as I used to. I would blame the store clerk for the long lines and the return policy. I would scrape the burnt toast and not fix the toaster. I would reduce my costs by buying the lowest priced thread. I would design a new product and then market it hard to try to convince customers they needed it. I would tell my kids to do their own work and that working on their homework with other kids was cheating. I would fire the lowest producing worker, but first I’d have him train his replacement.”
Six “Willing Workers;” reenacted the Red Bead Experiment. Dr. Deming called the Red Bead Experiment, “a stupidly simple experiment” that uses variation in worker performance to show that “performance does not come from the individual, it comes mostly from the system that he works in.” In other words, a bad process, created and controlled by management, can overcome a worker’s best efforts to succeed and result in defective products or ineffective services, whether in health care, government, education, services or manufacturing.
Former MAQIN board member, Brian Joiner, a long-time associate and friend of Dr. Deming offered a Toast to Dr. Deming. (Brian’s toast is below.)
Proctor & Gamble Professor Emeritus, University of Wisconsin- Madison, Don Ermer, closed the event with his reminiscences of helping Dr. Deming to imp lement Statistical Process Control at Ford in the early 1980s.
A Toast to Dr. W. Edwards Deming
December 15, 2004
Brian L. Joiner
It is a great pleasure to offer a toast to Dr. Deming. He was a friend and mentor for 30 years. I cried when he died and would cry again today if I were here with you. And I am not alone. Dr. Deming touched many people’s lives in a very deep way. Some people say Deming was a statistician – and that he was – a great one. But he was much more than a statistician, just as Mahatma Gandhi was much more than a lawyer. There are many parallels – both started out in rather technical fields – but their work took them into uncharted territory. Both had a deep caring for people and their belief in people allowed them to touch many people deeply. Both made Nobel Prize level contributions to peace and the betterment of human kind.
A toast to Dr. Deming would not be complete without recourse to a few of his famous sayings: “Best efforts are not enough, you have to know what to do.” Dr. Deming was a great learner – I saw him continue to learn almost daily, up until he died at 93 – and maybe beyond for all I know.
“Willing workers, just doing their best.” He would meet with the workers in factories, in routine clerical jobs, in any job – and he would ask them, “Can you take pride in your work?” Then they would tell him the problems they encountered in their everyday work – these willing workers, just doing their best. He may have been the only person who ever asked them that question. They trusted him – and he learned things their managers needed to know but few were ever curious enough to ask. Where managers did ask, there was a wonderful change.
In one moving instance, a gruff 50+ yr old employee said, “We used to have to check our brains at the door, but now people care what I think, now I look forward to coming to work!”
“There is no substitute for knowledge.”
A chemical company manager (Jerry Brock) decided to teach “the willing workers” about the chemistry that was behind the products they made - the result – greatly increased employee satisfaction and improved quality and productivity – they had some knowledge!
Dr. Deming used to say it is important to promote education. Pay for the tuition. It doesn’t matter what they study – Plato or basket weaving, It’ll make them better, more productive employees. “There is no substitute
“You can work with a man who knows his limitations.” (Dr. Deming never made the switch to more gender neutral language.) For years I found this statement strange – what’s he really trying to say here? I don’t know why it was so hard – but now it’s totally clear. Maybe I just had to work with a few more people who were totally over their heads and didn’t know it.
“A numerical goal without a method is nonsense.” “The most useful numbers are unknown and unknowable.” “Where there is fear you do not get honest figures.” These three are closely connected and still not understood by most managers and most professors of business. The simplicity of Management by Results is so compelling – too bad it just doesn’t work So here is to the most amazing and wonderful man I have ever know – a man who raised my spirits and taught me so much – Dr. W. Edwards Deming.
2004
A MAQIN Special Event Tedd Snyder, Albany Analytical On December 15 th , at the Great Dane Brewpub, a group of MAQIN members celebrated the life and work of Dr. W. Edwards Deming.
Maury Cotter, Director of Strategic Planning and Quality Improvement, University of Wisconsin-Madison, opened the session asking, “Why are we here?”, using the same phrase with which Dr. Deming began his seminars. The group heard some of the life lessons from Dr. Deming as Maury recounted from the October 1994 issue of the newsletter, SPC INK: If it weren’t for Dr. Deming… “I would still read the daily stock market reports and think they meant something. I would know my auto service/repair people as well as I used to. I would blame the store clerk for the long lines and the return policy. I would scrape the burnt toast and not fix the toaster. I would reduce my costs by buying the lowest priced thread. I would design a new product and then market it hard to try to convince customers they needed it. I would tell my kids to do their own work and that working on their homework with other kids was cheating. I would fire the lowest producing worker, but first I’d have him train his replacement.”
Six “Willing Workers;” reenacted the Red Bead Experiment. Dr. Deming called the Red Bead Experiment, “a stupidly simple experiment” that uses variation in worker performance to show that “performance does not come from the individual, it comes mostly from the system that he works in.” In other words, a bad process, created and controlled by management, can overcome a worker’s best efforts to succeed and result in defective products or ineffective services, whether in health care, government, education, services or manufacturing.
Former MAQIN board member, Brian Joiner, a long-time associate and friend of Dr. Deming offered a Toast to Dr. Deming. (Brian’s toast is below.)
Proctor & Gamble Professor Emeritus, University of Wisconsin- Madison, Don Ermer, closed the event with his reminiscences of helping Dr. Deming to imp lement Statistical Process Control at Ford in the early 1980s.
A Toast to Dr. W. Edwards Deming
December 15, 2004
Brian L. Joiner
It is a great pleasure to offer a toast to Dr. Deming. He was a friend and mentor for 30 years. I cried when he died and would cry again today if I were here with you. And I am not alone. Dr. Deming touched many people’s lives in a very deep way. Some people say Deming was a statistician – and that he was – a great one. But he was much more than a statistician, just as Mahatma Gandhi was much more than a lawyer. There are many parallels – both started out in rather technical fields – but their work took them into uncharted territory. Both had a deep caring for people and their belief in people allowed them to touch many people deeply. Both made Nobel Prize level contributions to peace and the betterment of human kind.
A toast to Dr. Deming would not be complete without recourse to a few of his famous sayings: “Best efforts are not enough, you have to know what to do.” Dr. Deming was a great learner – I saw him continue to learn almost daily, up until he died at 93 – and maybe beyond for all I know.
“Willing workers, just doing their best.” He would meet with the workers in factories, in routine clerical jobs, in any job – and he would ask them, “Can you take pride in your work?” Then they would tell him the problems they encountered in their everyday work – these willing workers, just doing their best. He may have been the only person who ever asked them that question. They trusted him – and he learned things their managers needed to know but few were ever curious enough to ask. Where managers did ask, there was a wonderful change.
In one moving instance, a gruff 50+ yr old employee said, “We used to have to check our brains at the door, but now people care what I think, now I look forward to coming to work!”
“There is no substitute for knowledge.”
A chemical company manager (Jerry Brock) decided to teach “the willing workers” about the chemistry that was behind the products they made - the result – greatly increased employee satisfaction and improved quality and productivity – they had some knowledge!
Dr. Deming used to say it is important to promote education. Pay for the tuition. It doesn’t matter what they study – Plato or basket weaving, It’ll make them better, more productive employees. “There is no substitute
“You can work with a man who knows his limitations.” (Dr. Deming never made the switch to more gender neutral language.) For years I found this statement strange – what’s he really trying to say here? I don’t know why it was so hard – but now it’s totally clear. Maybe I just had to work with a few more people who were totally over their heads and didn’t know it.
2004年10月12日 星期二
『如何紀念戴明』的雜思
『如何紀念戴明』的雜思
昨天是W. E. Deming 博士（1900-93）的冥誕。我在1995-2002的這天或12月底，多會辦活動。
今年有朋友來問：「Dear HC,…… 今年十月有準備紀念戴明的活動嗎？」我無言以對。不過我們如果有心，可以自力救濟或自言自語一番。
我想全世界對於Deming 的了解都只是局部的。昨晚接到幾封DEN的通訊，上www.deming.org （內容充實許多了，讓我想起累積之功）。我從它轉到美國國會圖書館中的100多boxes之DEMING檔案，看熱鬧/沉思。
譬如說他約39歲時，在農業部編輯過重要的統計學講義（包括W. A. Shehart的名著和Nyman的統計推論）和十講的科學史和科學。
他晚年的兩部曲之深意，還沒神真正深入地談（很巧，傍晚路過台大校園，有攤販，買本「轉危為安」（五折，2001年第9刷）。
Deming是有深刻思想的人，他將最後一本書取名The New Economics，這絕對不是說說算了的事。
昨天白天想他的學說和其他不同進路者的差別；由於近日稍為讀JD的COLLAPSE一書之摘要。這讓我想起這主題的傳承淵源很早，比企管界在談的LIVING ORGANIZATIONS更深遠。企管界談大公司（公司最多500-600年）之「管理型資本主義」或「偉大的公司」等等，幾乎可以說連「中看」都談不上，更不用談「中用」了—所以它得出的結論，已經很少人用心思考。這是「市場兼組織」之近視特性和限制。
同樣，20世人湯恩比等用「文明」做單位來談興衰之道…..現在JD用SOCIETY作單位……但願這approach是R. Merton所謂的 middle-range theory—另外，經一世紀的努力，社會科學的資料庫發揮功能（如他舉的，用「嬰兒死亡率」最能預測…..）
不過，Deming 對於資本主義*自有他的許多微言大義。
當然 我們可以從他與日本友人的合照；從他的聖樂作品了解另外一些面相。
昨天是W. E. Deming 博士（1900-93）的冥誕。我在1995-2002的這天或12月底，多會辦活動。
今年有朋友來問：「Dear HC,…… 今年十月有準備紀念戴明的活動嗎？」我無言以對。不過我們如果有心，可以自力救濟或自言自語一番。
我想全世界對於Deming 的了解都只是局部的。昨晚接到幾封DEN的通訊，上www.
譬如說他約39歲時，
他晚年的兩部曲之深意，
Deming是有深刻思想的人，他將最後一本書取名The New Economics，這絕對不是說說算了的事。
昨天白天想他的學說和其他不同進路者的差別；
同樣，20世人湯恩比等用「
不過，Deming 對於資本主義*自有他的許多微言大義。
當然 我們可以從他與日本友人的合照；
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