new economics...新經濟學與台灣戴明圈: The New Economics and A Taiwanese Deming Circle

「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.

2015年8月27日 星期四

"世界戴明圈" 企劃大綱草稿

"世界戴明圈" 企劃大綱草稿 2008

巴黎1922,普魯斯特 A Night at the Majestic

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. 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 4/0J
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
0/1H. 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
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

Here’s looking at you
Dear Editor:
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.
Mike Sullivan
Kingwood
Read all about it!
Dear Editor:
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.

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)).
『 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 19992 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35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"

hc 懷念的師長:高禩瑾院長

台大兩師生 Sean Allan 和 澳洲男生Gaz分數定義價值 台大是寂寞地方
……..)
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。

2015年8月25日 星期二

Petrer Drucker to W. Edwards Deming, May 19, 1976. From Drucker: A Life in Pictures



旁觀 杜拉克:一位智者的人生影像註記

旁觀 杜拉克:一位智者的人生影像註記

Drucker: A Life in Pictures

旁觀:從不同角度看,並反覆思考
  百張照片
  註記杜拉克的不同角色
  移民、作家、老師、顧問、朋友、丈夫
  打字機、博士論文、手杖與唱片收藏
  威爾許的親筆信、日本天皇頒贈的獎狀、FBI的調查檔案……
  從可見,觀察尚未被看見的杜拉克
  杜拉克生於 1909 年 11 月 19 日,在奧地利長大,17 歲前往德國。1933年納粹掌權,杜拉克一些早期作品遭禁並被焚毀,他遂逃往他國。杜拉克目睹祖國制度一一崩壞,認定「捨棄專制的另一條路是實踐負責的管理」。1937 年與妻子移民美國──管理實務的發展史從此改寫。
  本書旨在禮讚「管理學發明者」杜拉克的一生與成就。他是一位多產的作家、熱情的老師、高明的顧問──對組織經營的影響力,縱觀 20 世紀無人能出其右。
  書中收錄近百幀精采相片,包括書信、文稿、獎項、私人信札、生活物品等相片,如:杜拉克探討國際法的博士論文、威爾許(Jack Welch)的親筆信、日本天皇致贈的至高榮譽、杜拉克的打字機、他的手杖與唱片收藏、聯邦調查局的杜拉克檔案……等,很多是首度公諸於世。
  每一張圖像,都呈現了杜拉克人生中的不同角色:逃離納粹德國的移民、暢銷作家、深受學生愛戴的教授,以及大企業、非營利組織、政府機構的顧問等。讓我們得以親近杜拉克漫長、精采、極具影響力的一生。
  除了相片,還穿插杜拉克本人多年來受訪的內容節錄,以及杜拉克研究院執行董事沃茲曼的詳細圖說,鮮活突顯每張圖像的意義。
  這本獨特的精美相片史書,宛如探照燈般,讓我們見證 20 世紀極具影響力大師一生中的許多面向。以本書為 20 世紀的管理大師致敬,再恰當不過。
作者簡介
【撰文】瑞克.沃茲曼(Rick Wartzman)
  擔任《華爾街日報》(Wall Street Journal)與《洛杉磯時報》(Los Angeles Times)記者、編輯、專欄作家 20 年,現為克萊蒙大學杜拉克研究院(The Drucker Institute, Claremont Graduate University)執行董事,也是《富比世》雜誌網站專欄作家。編著有《杜拉克跨世講堂》(The Drucker Lectures),以及集結專欄而成的《杜拉克會怎麼做?》(What Would Drucker Do Now?)。
【撰文】布莉姬.勞勒(Bridget Lawlor)
  克萊蒙大學檔案研究與歷史碩士,目前在該校攻讀博士,並為杜拉克研究院檔案室保管人。
【攝影】安.費胥本(Anne Fishbein)
  備受肯定的攝影師,作品獲多家重要機構收藏,包括芝加哥藝術學院美術館(Art Institute of Chicago)、洛杉磯美術館(Los Angeles County Museum of Art)、紐約現代藝術博物館(Museum of Modern Art)、舊金山美術博物館(San Francisco Museum of Fine Art)、加拿大國家美術館(National Gallery of Canada)、法國涅普斯博物館(Musee Niepce)等。曾出版俄國攝影書《返鄉之路》(On the Way Home)。
譯者簡介
張美惠
  臺大外文系畢,輔大翻譯研究所肄業,現從事專職翻譯。曾獲梁實秋文學獎譯詩組佳作,譯作《Y染色體:男子漢的本質》獲第三屆吳大猷科普著作獎(翻譯類佳作獎)。譯有《EQ》、《綠色EQ》、《破壞性情緒管理》、《Wealth 3.0──托佛勒 財富革命》、《你的桶子有多滿?》、《我願意陪伴你》等書。

目錄

前 言
移民∕The Immigrant想知道我的故事?我在 20 歲生日那天成為記者,在歐洲第二大午報擔任國外與商業編輯,1 月 2 日去報到。
作家∕The Writer我一直都說自己在寫作,是一種嚴重、退化性的強迫症和成癮症。
老師∕The Teacher教學從來不是我的職業,而是我的嗜好。我熱愛教書,但從來沒把它當職業,只是讓自己滿足。
商業顧問∕The Business Consultant我很早就被教導必須先診斷再開刀,診斷後十有八九是不必開刀的。
政府顧問∕The Government Consel就像所有的事情,我從來沒有積極追求什麼,都是事情找上我。這件事也不例外,
公益組織顧問∕The Social-Sector Advisor嗯,我在非營利組織影響最大,很可能的原因是,長期以來那些組織就只有我一個人投入。
世事通達∕A Man of the World我們犯了一個嚴重錯誤,應該在1960年代把存款都領出來,能借的盡量借,全部拿去買日本畫。現在我們買不起了。
愛家惜友的棒球迷∕Family Man, Friend, and Fan我想「快樂的人」不是最恰當的用詞,應該說,我所認識的對人生滿足的人……通常不會只活在一個世界。
影響∕The Drucker Legacy我不去想那件事。我被教導不應該去想那件事。我的本分是,時候到了便坦然接受。
圖片來源及參考文獻
杜拉克生平
杜拉克著作表
杜拉克研究院簡介
前言 
  杜拉克一向喜歡以局外人自居──他自己的用語是「旁觀者」(bystander)。
  他寫道:「旁觀者沒有自己的歷史,雖站在舞台上卻未參與演出,甚至也不是觀眾。戲劇與劇中每位演員的優劣由觀眾評斷,而旁觀者的反應只對自己有影響。但旁觀者站在舞台的兩側,跟戲院裡的消防員一樣,所以看事情的角度又不同於演員或觀眾。旁觀者會反映事物,像三稜鏡而不像鏡子,因而事物會折射。」
  杜拉克擁有超凡的觀察力──這一點應該沒有人有異議。他自己的描述是:「能夠望向窗外,看到可見但尚未被看見的事物。」杜拉克在幾乎還沒有任何人發現之前,便已觀察到 20 世紀一些最重要的趨勢與事件:包括希特勒與史達林的協議、日本經濟力崛起、從製造走向知識工作的轉型、服務業日益重要,蘇聯崩解等。哈佛商學院教授肯特(Rosabeth Moss Kanter)曾讚嘆:「杜拉克的眼睛裡一定有水晶球。」
  杜拉克自稱只是旁觀者,其實一點都不正確;他絕不只是站在舞台兩側而已。70 年來,他參與很多演出,且常常是主角,或導演,或編劇,或編導演一體。
  本書收錄很多圖片,由克萊蒙大學杜拉克研究院(The Drucker Institute, Claremont Graduate University)的杜拉克檔案室(Drucker Archives)提供──突顯杜拉克一生中扮演的各種角色。包括 1930 年代逃離納粹的移民;老師;作家《大西洋月刊》(The Atlantic)資深編輯畢提(Jack Beatty)認為,他的豐富著作「產生的正面影響」,在過去 50 年裡可能無人能超越;為世界各地的企業、非營利組織、政府機構提供服務的顧問;體貼的丈夫、慈愛的父親與忠實的朋友。
  我盡力為每幅圖像提供解說,呈現杜拉克一生中最重要的主題與事件,另外,書中還穿插杜拉克多年來受訪的內容節錄。
  杜拉克也很喜歡對別人提出問題,其中最有洞察力的當然是這句:「你希望別人如何記得你?」如同本書清楚顯示的,世人將一直記得杜拉克為組織管理帶來正向深遠的影響,從而形塑了我們的社會。
  但,本書並不是要以圖像撰寫權威性的傳記。很可惜,杜拉克檔案室的收藏不夠完整,根本不可能做這樣的嘗試。這主要得怪杜拉克本人,簡單來說,他不是那種什麼東西都要保留的人。
  我不知道杜拉克為什麼不多保留一些信件和文件,想想,他丟棄與傳奇的通用汽車董事長史隆(Alfred Sloan)、發明家兼哲學家富勒(R. Buckminster Fuller)或傳播理論家麥克魯漢(Marshall McLuhan)的往來書信,真不知有多少豐富的歷史跟著流失!他與這三人(以及更多人)都有密切往來。
  杜拉克不太執著於保留歲月的痕跡,我猜想有兩個原因。第一,他雖然善於向歷史借鏡,但也很堅持放眼未來。他曾為企業建言:「若不先拋開過去,就不可能創造未來。」第二,為後代保留過去的紀錄有種虛榮的成分,而杜拉克絕對不是自我意識強烈的人。
  不過,杜拉克檔案室還是有很多文物可以為這個了不起的人物留下精采註記──超過 1 萬筆文件、相片、影片、獎項和教學用具。杜拉克檔案室於杜拉克 95 歲去世前 7 年(1998 年)正式成立,但非正式成立在更早之前。杜拉克的好友巴福德(Bob Budford,現任杜拉克研究院榮譽主席)做了一項很有智慧的投資:買了一些硬紙盒,開始將杜拉克車庫裡的東西找出來,以免發霉或是「被老鼠咬壞。」近年來,杜拉克的遺孀朵莉絲(Doris Drucker)繼續將家裡發現的東西交給檔案室。
  最重要的,近來檔案室很積極在全國乃至全世界其他地方尋找杜拉克的遺物──其中不少新發現都收錄在本書之中。這要歸功於我們的檔案管理人羅勒(Bridget Lawlor)的聰明和熱情。她於 2009 年夏天加入杜拉克研究院,與筆者一起整理這本書。
  我們寫作團隊的另一位成員是費胥本(Anne Fishbein),她的精采攝影為本書生色不少。她的才能無庸置疑,許多機構都曾收藏或展示她的作品:芝加哥藝術學院美術館(Art Institute of Chicago)、洛杉磯美術館(Los Angeles County Museum of Art)、紐約現代藝術博物館(Museum of Modern Art)、舊金山美術博物館(San Francisco Museum of Fine Art)等。
  我們三人在撰寫本書時都非常樂在其中。過程中,杜拉克再度讓我們學會以新的角度思考自己的工作與生活,我們相信讀者也會有同樣的收穫。
沃茲曼(Rick Wartzman)
加州克萊蒙

Drucker: A Life in Pictures Hardcover – February 5, 2013


  • Hardcover: 192 pages
  • Publisher: McGraw-Hill Education; 1 edition (February 5, 2013)
  • Language: English




A Photographic Celebration of the Life and Work of the Legendary Peter Drucker

Born on November 19, 1909, Peter Drucker grew up in Austria and moved to Germany at the age of seventeen. When the Nazis rose to power in 1933, they burned and banned some of Drucker's earliest writings, and he fled the country. As Drucker witnessed the institutions of his nation fall apart one by one, he concluded that "performing responsible management is the alternative to tyranny." In 1937, Drucker and his wife immigrated to the United States--and the practice of management has never been the same.
Drucker: A Life in Pictures celebrates the life and work of "the man who invented management," as Drucker was known. He was a prolific writer, a passionate teacher, and a brilliant adviser who influenced how organizations are run perhaps more than any single figure of the twentieth century. Drucker was also a loving husband and father, a loyal friend, and a passionate baseball fan.
Drawn from the Drucker Archives, a part of the Drucker Institute at Claremont Graduate University, this trove of photos captures Drucker in all facets of his life--as an immigrant fleeing Hitler's Germany, a bestselling author, a beloved professor, and a consultant to major corporations, nonprofits, and government agencies.
The images include Drucker's doctoral dissertation on international law; a handwritten note from General Electric's Jack Welch; a high honor bestowed upon Drucker by the Emperor of Japan; Drucker's typewriter; his walking stick and record collection; and the file the FBI kept on Drucker--along with other stunning photographs of his manuscripts, awards, personal letters, and other ephemera.
The book is framed by extensive captions written by Drucker expert Rick Wartzman, and also includes excerpts of interviews with Drucker himself. All told, this handsome, unique photo history shines a spotlight on the many sides of one of the twentieth century's most influential figures.
Drawn from the vast collection at the Drucker Archives, a part of the Drucker Institute at Claremont Graduate University, Drucker: A Life in Pictures features almost 100 photographs of Peter Drucker's correspondence, manuscripts, awards, personal items, and other ephemera. Much of it has never been seen before by the public.
Each picture provides a glimpse into Drucker's long, fascinating, and hugely influential life, with every image placed into context through extensive captions written by Rick Wartzman, the Drucker Institute's executive director. Interlaced through the book are excerpts from various interviews that Drucker gave over the years.
Drucker: A Life in Pictures is a fitting tribute to one of the most important minds of the twentieth century.






Peter Drucker to W. Edwards Deming


May 19, 1976


Dear Ed:

I am unhappy that I cannot join all your GBA friends at this reception to honor you at your retirement.  I am too far away and will not be able to attend.  But I do not want to let this occasion go by without conveying to you my very warmest wishes.  You already were one of the stars and leaders at GBA when I joined the faculty in 1950.  And from the beginning, I looked to you and to a few of the seniors of the time for inspiration, for guidance, and above all for standards.  What I have learned from your example is beyond measurement - and cannoy possible be sampled, not even unscientifically.  But the example you gave all of us - in your concern for the individual student; in your kindness towards the new and young faculty mrmber;  and in your complete uncompromising integrity of standards and insistence on principle - was inspiration, guidance, and a constant source of renewals for me and of pride in being privileged to be associated with you.


And so I am joining with all your friends, students and admirers  today in wishing you the very best for your retirement - I know it will be an active one, a productive one, and I hope a healthy and a very long one. If only I were good enough to write a     Canticle of Praise and Thanksgivings (sic) for William Edwards Deming.

In old friendship,

As always, yours,    Pt (signed)

----- 一封信的國際討論8.25.1952

你好我親愛的朋友們,

我保持與Hanching湧,編輯在台灣,這在中國發行的HDC和TNE長期的合作關係。他送我從彼得·德魯克以驚人的信德明於1976年。你知道,德魯克是MBO的發明者和理論家。你知道1975年左右(我忘了確切的日期),他寫了一本書,糾正了他以前的書的規則通過引入領導。這兩人知道對方很好,因為兩人都是教師,在紐約大學。

此致

Bonjour mes chers amis,

J’entretiens depuis longtemps une relation avec Hanching Chung, éditeur à Taiwan, qui a publié HDC et TNE en chinois. Il m’a envoyé une lettre étonnante de Peter Drucker à Deming en 1976. Vous savez que Drucker était l’inventeur et le théoricien du MBO. Vous savez que vers 1975 (j’ai oublié la date exacte) il a écrit un livre qui corrigeait les règles énoncées dans ses livres précédents en introduisant le leadership. Les deux hommes se connaissaient bien car tous deux étaient enseignants à l’université de New-York.

Amicalement


Hello my dear friends,

I maintain a long relationship with Hanching Chung, editor in Taiwan, which issued HDC and TNE in Chinese. He sent me an astonishing letter from Peter Drucker in Deming in 1976. You know that Drucker was the inventor and theorist of MBO. You know around 1975 (I forget the exact date), he wrote a book which corrected the rules in his previous books by introducing leadership. The two men knew each other well because both were teachers at the University of New York.

Sincerely





-----

O Most High, all-powerful, good Lord God,
to you belong praise, glory,
honour and all blessing.
Be praised, my Lord, for all your creation
and especially for our Brother Sun,
who brings us the day and the light;
he is strong and shines magnificently.
O Lord, we think of you when we look at him.
Be praised, my Lord, for Sister Moon,
and for the stars
which you have set shining and lovely
in the heavens.
Be praised, my Lord,
for our Brothers Wind and Air
and every kind of weather
by which you, Lord,
uphold life in all your creatures.
Be praised, my Lord, for Sister Water,
who is very useful to us,
and humble and precious and pure.
Be praised, my Lord, for Brother Fire,
through whom you give us light in the darkness:
he is bright and lively and strong.
Be praised, my Lord,
for Sister Earth, our Mother,
who nourishes us and sustains us,
bringing forth
fruits and vegetables of many kinds
and flowers of many colours.
Be praised, my Lord,
for those who forgive for love of you;
and for those
who bear sickness and weakness
in peace and patience
- you will grant them a crown.
Be praised, my Lord, for our Sister Death,
whom we must all face.
I praise and bless you, Lord,
and I give thanks to you,
and I will serve you in all humility.



 Canticle of Praise and Thanksgivings


https://soundcloud.com/jim-hughes-1/canticle-of-praise-and
  
Canticle of Praise and Thanksgiving by Jim Hughes

This hymn of praise celebrates the many places we find Christ in our lives. I first used it at our Easter vigil mass but it is appropriate during most times during the church year as well as confirmation and other sacramental celebrations. © 2013 by ILP Music and Jim Hughes


Canticle of Praise 



https://www.youtube.com/watch?v=VIOR3vYE3Y4
Canticle of Praise
© April 23, 2006
Author: John Ness Beck
As a father pitieth his children, so the Lord pitieth them that fear Him.
For He knoweth our frame; He remembreth that we are dust.
As for man, his days are as grass; as a flower of the field, so he flourisheth, for the wind passeth over it, and it is gone, gone, gone, gone, gone; and the place thereof shall know it no more.

But the mercy of the Lord is from everlasting to everlasting to them that fear Him, to such as keep His covenants.
The Lord hath prepared His throne in the heavens, and His kingdom ruleth over all.

Praise ye the Lord! Praise ye the Lord from the heavens! Praise Him in the heights! Praise ye Him, all His angels, praise ye Him, all His hosts.

Praise ye Him, sun and moon, praise Him, all ye stars of light. Praise the Lord from the earth, ye dragons, and all deeps: Fire and heal; snow and vapours; stormy wind fulfilling His word!

Kings of the earth, and all people, princes and all judges of the earth, young men and maidens, old men and children, let the praise the name of the Lord!
For His name alone is excellent, His glory is above the earth and heaven.

Praise ye the Lord!
Praise ye the Lord!
Praise ye the Lord!
Praise ye the Lord!


canticle (from the Latin canticulum, a diminutive of canticum, "song") is a hymnpsalm or other song of praise taken from biblical texts other than the Psalms.
カンティクム(canticum)はキリスト教聖歌の一種。

概要[編集]

旧約聖書の雅歌に由来し、詩編以外の聖書から採られた韻文詩による聖歌。 和訳では「雅歌」あるいは「頌歌」。 歌い方はディレクトと呼ばれる直行唱で、以下のように聖務日課の幾つかの課で決められたものが歌われる。
「賛課(Laudes)」:"Benedictus Dominus Deus" 「ベネディクトゥス・ドミヌス・デウス(主なる神をたたえよ)」 、通称「ザカリアのカンティクム」
「晩課(Ad Vesperam)」:"Magnificat" 「マニフィカト」、通称「聖母マリアのカンティクム」
「終課(Completorium)」:"Nunc Dimitis" 「ヌンク・ディミティス(今こそ主よ、僕を去らせたまわん)」、通称「シメオンのカンティクム」

網誌存檔