2015年8月27日 星期四

the response had been inadequate響應很不充分;The Great Fall of China; 曾志傑作: 【譯界人生】陳太乙:翻譯有時候就是得耐心等待作者上身

“The crisis in Tianjin fed into the mix,” he said, referring to the deadly explosion on Aug. 12 in the port city, which killed more than 100 people. Mr. Rogoff said the explosion had undermined the credibility of the Chinese government because so many questions remained unanswered, and the response had been inadequate.



This week's cover preview

The Great Fall of China

August 29th – September 4th 2015

Read for free via: http://econ.st/1PAgMxC

標題The Great Fall是The Great Leap Forward 的相反詞。似乎有點諷刺的意思。

Great Leap Forward - Wikipedia, the free encyclopedia


The Great Leap Forward, also known as The Great Stride [citation needed] (simplifiedChinese: 大跃进; traditional Chinese: 大躍進; pinyin: Dà yuè jìn) of the People's Republic of China (PRC) was an economic and social campaign by the Communist Party of China (CPC) from 1958 to 1961.




作者: 曾志傑 / 2014-08-19

2015年8月26日 星期三

Dr. Deming, What a career.重譯《轉危為安》《新經濟學:產、官、學各界一體適用》:戴明博士與大學,紐約大學Stern商學院為主

August 10, 2015
The Deming Podcast Is Back After A Short Summer Break!
This Week's Podcast: 

Founding Partner of Modus Institute and
Author of Personal Kanban

“You Can Have Too Many Manhattans!”

Article Image
This week’s Podcast features Jim Benson, Founding Partner of the Modus Institute. Jim discusses how he was introduced to the Deming Philosophy and how his team applies it to Knowledge Work (work that can't be seen), and what he feels is the biggest fear in an organization.
Though he was initially introduced accidently on an airplane, Jim shares how he was actively looking for a set of guiding principals around what would create a human orientated, self-aware way of managing work. As he hopes everyone finds out, the four points of the System of Profound Knowledge (SoPK) do that in a very elegant, concise and friendly way.
At Modus Cooperandi, they apply the Deming Philosophy with three guiding principals:  respect for people, SoPK, and the one point (summation of the 14 points). They take those points, and then help companies build new life systems, so they can visualize their work for the first time leading to better communication, collaboration and transparency.
Listen as Jim tells us why “the unknown” is the biggest fear in an organization. And how building trust within teams can remove one of the largest barriers to your company. Hear how some companies they’re working with are doing just that.    
The Deming Podcast Moderator is Tripp Babbitt, Service Design Architect, The 95 Method. 
About The W. Edwards Deming Institute®
Article ImageAt The Deming Institute we believe in inspiring individuals and organizations to make a difference by thinking differently, asking better questions and seeking new knowledge. 
The W. Edwards Deming Institute® was founded by Dr. Deming in 1993 as a 501(c)(3) non-profit organization. Established a few months before his passing at age 93, Deming's hope was for The Deming Institute to inspire individuals and organizations to work together with the aim for everyone to win. He believed that through learning and understanding The Deming System of Profound Knowledge® (SoPK) we can advance commerce, prosperity and peace. 
When you shop at AmazonSmile, Amazon donates 0.5% of the purchase price
to The Deming Institute.  Support us every time you shop!
The W. Edwards Deming Institute® is recognized by the IRS as a 501 (c)(3) non-profit organization.  Gifts are tax-deductible to the fullest extent of the law.

Dear Jean-Marie,

Thanks for your reply. Let me give you a report of my coming speech.
In addition to some talks about translation experience, my focus is on 
Dr. Deming's relationship with some American universities, particular 
NYU Stern School.

As you might know that Deming's Cup is in Columbia Business School, 
but his association with Columbia was shorter compare with NYU. 

Dr. Deming joined NYU at 1946, with some persuasion work of Dr. Alfred
Politz  (1902-1982) who run a major market research company at NY.
Please refer to 

*The Politz papers : science and truth in marketing research / edited by Hugh S. Hardy ; with a foreword by Darrel B. Lucas and with additional notes by W. Edwards DemingChicago, Ill. : American Marketing Association, 1990

In the Foreword By Lucas, he mentioned" How could he have approached a budget-minded business college dean to bring an international statistics authority to New York University?" (p.xii) This was enriched by Hardy's note:"...He persuaded the already-eminent statistician, Dr. W. Edwards Deming, to commute from Washington to New York to teach statistics as professor in the Graduate School of Business Administration at New York University. This made it simpler for the two to consult and collaborate on sampling and other matters, including co-authoring several articles." (pp.9-10).

In the index of "Sample Design in Business Research (Wiley,1960 本書扉頁印的職銜:Consultant in Statistical Surveys   and    Professor of Statistics   Graduate School of Business Administration   New York University ), "Politz" mentioned 6 times. 

In the long terms of formal relation with NYU, 1946-1976, Dr. mentioned several students' letters and paper in Out of the Crisis. Also a summary of  his "Rough draft of Report of Study of Former Students, Memorandum, W. Edwards Deming to Dean William R. Dill, March 30, 1976, 9."

Dr. Deming and Dr. Drucker both taught in NYU
W. Edwards Deming, Statistician Professor, 1946–1993 Quality Expert
Peter F. Drucker,  Management theorist, 1950–1972
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)

Dear Hanching,

Your coming speech will be very interesting, because it stresses a poorly known period of the Deming’s career. 

As you know, I have sent the amazing Drucker’s letter to Mr. Philippe Pellerin, president of the French Deming Association, Mr. Philippe Pruvost and Ms. Danijela Zivkovic, members of the Board.

Best wishes,



2015年,中國 (北京機械工業)與台灣(台北經濟新潮) 出版的2本戴明博士著作新譯《轉危為安》( Out of the crisis, 1986: 2000平裝本) 與《新經濟學:產、官、學各界一體適用》(The New Economics for Industry, Government, and Education, 1993),它們也有許多戴明博士生平的資訊。

這兩本書,1997年台北的天下文化出版過。不過,當時大家對戴明博士的學說才開始了解,問題或錯誤相當多:由於書含蓋面極廣,文字也不簡單,所以在互聯網和搜索引擎問市之前,很不容易了解諸多專門知識和術語和內容 (我指出幾次原書之引文,有些地方有錯)。譬如說,參考:重譯 Out of the Crisis小記:CEO,plan,Saline Plant;bear ...

轉形任重道遠 必須窮數十寒暑
"When we size up the job ahead, it is obvious that a long thorny road lies ahead -- decades." 
Dependence on protection by tariffs and laws to "buy American" only encourages incompetence. 
It would be incorrect to leave the reader with the impression that no action is taking place.
(Deming, 1986, Preface for Out of the Crisis) 此次版本翻譯採用張華兄作品



戴明博士寫書很持平,所以抽樣學等相關的統計學者,品質運動各派的主要人物,相關著作的重要人員(最知名的是Peter Drucker)和後起之秀 (如Peter Senge和H. Thomas Johnson 等等)都會包括在內。不過,戴明博士博士與他們的交情,則必須參考"對方"的說法。
不過,原書還是有些缺失:譬如說,從人名、大學等專名及著作引用的頻率 (從英文版的索引),我們也可以知道許多其生平的交際網絡。不過,這還有許多缺陷 (譬如說《轉危為安》將"高雄"拼寫錯誤;石川馨的兒子的演講.....),更有待補充。

底下兩本戴明博士 (1900-1993) 傳記相關的書,可能是1990初版,1992年第2版。

Kilian, Cecelia S. (1992). The World of W. Edwards Deming (2nd ed.). SPC Press, Inc.
由於作者是戴明博士辦公室30~40年的唯一秘書,對傳主的公、私生活以及學術和日常生活和要求都很熟悉,所以戴明博士70年代前的3本統計書 (共超過1400頁以上)以及《轉危為安》( 1986) 與《新經濟學:產、官、學各界一體適用》等書,她的打字功夫很好。本書還有W. A. Shewhart 的幾篇論文和戴明博士的作曲和論文匯整。她跟美國產業人士一起參訪過日本,有照片.....
Andrea Gabor (著), The Man Who Discovered Quality: How W. Edwards Deming Brought the Quality Revolution to America-The Stories of Ford, Xerox, and GM, Penguin USA (P), 1992
(Andrea Gabor 新書 (2000) The Capitalist Philosophers: The Geniuses of Modern Business--Their Lives, Times, and Ideas by Andrea Gabor,此記者US News and World Report 記者)1990出《戴明傳--發現品質的人(The Man Who Discovered QualityHow W. Edwards Deming Brought the Quality Revolution to AmericaThe Stories of Ford, Xerox, and GM)》,有功夫;前數年出《愛因斯坦的女人們》,有中文本。這本書《資本主義哲學家們》寫的是一些管理學家(似乎想學暢銷書 The Worldly Philosophers by Robert L. Heibroner,記些經濟學家),戴明和司馬賀都名列其中。味道與我較相投。)

功不唐捐:7月30日逛書店,找不到要買的書。發現一本管理學大師Peter Drucker的書中有封1976年寫給Dr. Deming的祝福退休信,就將它打字:2周後,這封信讓法國戴明學會的幹部驚豔;我也在美國戴明學會留言:貴站Timeline將紐約大學退休年定在1975是錯的....

‪#‎ NYU‬ placed no. 27 in the Academic Ranking of World Universities—up from no. 32 in 2009 and no. 55 in 2003! ‪#‎ VioletPride‬http://bit.ly/1PlQhMl
Take a bow! According to Playbill‪#‎NYU‬ is the school with the most alumni currently performing on Broadway. (Not that we're surprised!)‪#‎VioletPride‬

What does it take to land a Broadway show? Hard work, talent, luck – all...

最近讀了Peter Drucker (1909-2005)在 1976年寫給戴明博士的信,賀其紐約大學Stern商學院退休,它對我衝擊頗大:Petrer Drucker to W. Edwards Deming, May 19, 1976 --當然我知道他倆是同事,不過76歲時,"正式退休",有點出乎意外。在我國體制,像戴明博士,在近30年期間,只每星期一到校上課的教授,一定會受到體制的壓力。當然,他80-90年代是美國的名人,似乎還會回校演講,我看過學生排隊簽書的照片
W. Edwards Deming Statistician Professor, 1946–1993 Quality Expert
Peter F. Drucker Management theorist 1950–1972
List of NYU Stern people  https://en.wikipedia.org/wiki/List_of_NYU_Stern_people

1940年代紐約的氛圍,可以試讀Levi-Strauss 寫的《紐約懷舊與超前的形象》1977,收入《遙遠的目光》。
1946 長得怎樣?戰後一年,百業俱興.....
Lauren Bacall in The Big Sleep

Late 1940s, Early 1950s New York, Manhattan, in Color

New York University's Stern School of Business: A Centennial Retrospective
By Abraham L Gitlow, NYU Press, 1995 (Link:Deming博士在: New York University's Stern School of B..._)


2008年,William Scherkenbach 先生給我他70年代在紐約大學Stern商學院讀MBA的講義之檔案。

New York University's Stern School of Business: A Centennial Retrospective
By Abraham L Gitlow, NYU Press, 1995
非正式創校百年......大學部50~60年代動亂: 70年代之後再展雄風....


GBA 在60年代前大師雲集,財務領域:Marcus Nadler and Jules Bogen. Peter Drucker 的管理學著作為全世界產業主管所殷切期盼的讀物。Deming 的統計品管為日本戰後產業復興之主要助力。經濟學家: Lewis Haney; Ludwig van Mises 著名的維也納學派;Herman Kross 經濟史;行銷學:Darrel Lucas* and Arnold Corbin, Slomon Fabricant 全國收入分析名家。會計:Arnold W. Johnson and Michael Schriff.

*The Politz papers : science and truth in marketing research / edited by Hugh S. Hardy ; with a foreword by Darrel B. Lucas and with additional notes by W. Edwards DemingChicago, Ill. : American Marketing Association, 1990
Lucas 教授在Foreword 中說:How could he have approached a budget-minded business college dean to bring an international statistics authority to New York University?

過去30年雖有數百名老師進出GBA,校友印象深的只有幾位 黑體:他們在其專業實務都有很深的投入。這或許是專業學校最重要的指標。

Rough draft of Report of Study of Former Students, Memorandum, W. Edwards Deming to Dean William R. Dill, March 30, 1976, 9.

喬治‧科丁(George A. Codding) 萬國郵政連盟The Universal Postal Union),紐約大學出版社,1964


喬伊斯˙奧爾西尼 (Joyce Orsini) 〈在混亂態下抑減品的總檢驗和矯正成本的簡單規則〉(Simple rule to reduce total cost of inspection and correction of product in state of chaos),1982年美國紐約大學企研所博士論文。可由密西根微縮影片大學(University of Microfilm, Ann Arbor, 48106)處購得。

喬伊斯•奧爾西尼Joyce Orsini, “ Simple rule to reduce cost of inspection and correlation of product in state of chaos,” Ph. D. dissertation, Graduate School of Business Administration, New York University, 1982.,《簡單的規則,以減少混亂的狀態檢查和產品相關的成本》,博士論文,工商總局,紐約大學,1982年研究生院。 


         我是公司會計部門的督導員。好多次我抬頭看著辦公室,心想︰要是能請走1~2位資質平庸的員工,雇用2位頂尖人材來取代,該有多好。您在某一次講演課中說過︰要從人才庫(labor pool)中找到較佳替換人員,機會是很小的。而且,要開除某人,由人才庫中挑人來遞補划不來,因為要冒著打擊整個部門士氣的風險。

        關於大將軍的影響力及天才──有這樣一則故事,恩里科•費米(Enrico Fermi)曾向萊斯利˙格羅夫斯(Leslie Groves)將軍問道︰有多少將軍可以稱之為「偉大」?格羅夫斯回答說︰大約3%。費米隨後問道︰什麼是「偉大」的條件,格羅夫斯回答說︰任何一位將軍在連續贏得5次戰役後,就可稱之為偉大。這是二次世界大戰的中期。費米說︰在考慮過大多數戰場的反抗力量,大約與攻方是相等的,這位將軍可能在2場戰役中贏1場,有14的機會可以連續贏2場,有18的機會可連續贏3場,有116的機會可以連續贏4場,有132的機會可以連續贏5場。「將軍,你是對的,大約有3% 的機會,這是數學概率,並不是天才。」(約翰‧基岡(John Keegan)著,《戰爭的面目》,維京(Viking)出版公司,1977年。)





  1. 給會計人員數字以利預算編列,以後再加以修訂。
  2. 清楚地讓每一位員工 (譬如說,500明白:企業的目的是要讓顧客滿意,並以自己的工作為榮。
  3. 每個人都要留下電話記錄。記錄上要有電話打入的時刻及談話結束時刻;並記載等候電腦顯示資料的時間,以及使用人工翻查資料的時間。我們可以用一些代碼記錄不同種類的詢問。大部份的記錄都可以自動登錄。

Peter Drucker 主編的書:為慶祝GBS/NYU 成立50周年
  • 1969: Preparing Tomorrow’s Business Leaders Today (Englewood Cliffs, NJ: Prentice Hall)

遲來的賞識威廉•迪爾(William R. Dill)任職紐約大學企管研究院院長時,大約在1972年,他邀請我一起進行一項研究,調查畢業5年以上的學生目前在做什麼?並詢問他們成功的要件是什麼?其中有一個問題是︰




(更詳細的資料,如報告名稱和那6位老師的大名,請參考:《紐約大學Stern商學院的百年史》,在網路上讀了相關的重要的一頁:他在 New York Universit...
New York University's Stern School of Business: A Centennial Retrospective
By Abraham L Gitlow, NYU Press, 1995 (Link:Deming博士在: New York University's Stern School of B..._))

2008年我問 Bill Scherkenbach 一困擾我的問題:
Deming 博士 1978年來台講學時,沒提到他在準備一本後來取名 Quality, Productivity and Competitive Position 的書。它究竟何時成書的呢?

Bill 回信之一部分 (我看過一張 Bill 與WED 在這俱樂部內部的合照)

Quality, Productivity and Competitive Position came out of the notes he used for teaching a course at George Washington University. He probably started writing it in the late ‘70s. Before 14 Points.

As his student, and because I lived in the Washington DC area, I would meet him for lunch as his guest at the Cosmos Club and discuss his latest thoughts and questions. I helped him on QPCP by making comments on the manuscript. I think he wanted a younger person’s opinion.

humanization 讓我想起WWS說 Dr Deming的統計教學:

這三課程是商業研究的統計方法,除了介紹各種統計方法本身之外,他更會結合它們究竟如何發展而成的故事。戴明博士有獨特方式、本領,將統計數學賦予人情味。 Dr. Deming had a way of humanizing the mathematics of statistics.

Eitan Zemel, W. Edwards Deming Professor of Quality and
Productivity, NYU Stern

Eitan Zemel

2015年8月24日 星期一

對中國的德國介紹大表懷疑:Margravial Opera House Bayreuth 等

Margravial Opera House Bayreuth - UNESCO: World Heritage


1.我十來年前就對中國的德國介紹大表懷疑。原因是北京商務印書館出一本北大哲學系"主任"翻譯的"海德格爾",恰巧我手頭上有哈佛大學出版社的英譯,就中英對照,發現連數字都翻譯不正確,我就請教懂德文的,他們說德文這方面的確.....我將一些"譯評"寫在PC Home的Simon University新聞台上。隔年,北京商務出版該書新封面、新書名的版本,內文一字不易的"錯誤百出"的舊版。

2. 前一陣子,我指出某篇"德國神話"說"德國人諾貝爾獎佔全數一半"說法大謬。 (朋友似乎說此神話出自"百度"......)

3. 今天讀到某篇"德國人口8000萬,名品牌2000.....",其中說某國立歌劇院,蓋了200年才完工....被美軍炸毀,德國各行團隊從頭蓋起來.....UNESCO對其精神佩服,這也是世界遺產.....既然談它是世界遺產,為什麼不去查確實資料呢? 所以我說:過份誇大:有些說法誇大不實,譬如說 Margravial Opera House Bayreuth - UNESCO: World Heritage 從未被全(炸)毀.....很有趣的是,Wikipedia 中文採用"侯爵歌劇院",日文採用"辺境伯歌劇場",我想查一下就可知道日譯可能較合理: 辺境伯歌劇場
Margravial 意思
1. The lord or military governor of a medieval German border province. 2. Used as a hereditary title for certain princes in the Holy Roman Empire.

2015年8月20日 星期四

重譯 Out of the Crisis小記:CEO,plan,Saline Plant;bear trap, come out ahead

近20年之後,重譯Dr. Deming 的 Out of the Crisis, 碰到許多有趣的個案,或值得參考。

譬如說chief executive officerCEO)至少3種說法並行:


翻譯第16章。Organization for Improvement of Quality and Productivity
譬如說,plan 一字可以指"(計畫的)圖"
diagram showing how something will bearranged:look at the seating plan
organization plan

第9章 Operational Definitions, Conformance, Performance
暑假時,張華兄利用美國時間幫我看The New Economics 一書之稿。他對於我不採取中國通用的"操作定義"翻" Operational Definition "奇怪,我說這一版本的這詞,要紀念殷海光先生的論文:《運作論》。


我們可以在許多地方都能了解,買賣雙方的相互了解是何等重要。他們雙方必須要使用同類的公分(厘米,centimeter) (因為centimeter可用在雨量和電容等的單位——譯注)
第8章  operative 熟練工.:dress rehearsal;out on a limb......都更清楚了。

  里維挨學院(Rivier College)的校長珍妮·‧佩羅(Jeanne Perreault)修女不斷的告訴我她的總務經理所說的話:「以最低價格買進設備或發包建築工程的做法,後果我們無法承擔,所以我們必須小心謹慎。」

Out of the Crisis by W. Edwards Deming 頁39 談天主教大學Rivier College,它是通才學院:Offers a Catholic liberal education with a commitment to social justice. 。

Sister :修女;女修會之會員:矢發簡式三願的女士,最普遍之稱呼為修女,但部分地區亦稱為姆姆,修姆,姑姑,姑,姑奶奶,小妹妹,姑娘,修道等。簡稱 Sr. 。與矢發盛式三願的女士 nun 相對照,但分別不大。詳見 nun 

nun:修女;女修道士;尼姑(佛教):原字來自拉丁文 nonna,意為保姆;按原意 nun 與 sister
有別:前者指矢發盛式願,又稱特典願 solemn vows 之修女,後者專指矢發簡式願,又稱常典願 simple vows 之修女;今則通用。)

不過校長之BUSINESS MANAGER翻譯為業務經理,或許可再談。查該校的網站之組織,有BUSINESS ADMINISTRATION 和BUSINESS OFFICE –以財務、會計、出納為主,所以可能還是翻譯成總務或採購…..

以前的版本將此tradesmen 翻譯成業務員
原來如此 tradesman, lift bio : shoplift, shopkeeper,


large factories

第77頁有...These barriers exist in almost every planmentnt, factory, company, department store, government office in the United States.


3月北京出版社找我要譯稿(美國戴明學會教他們找我),我決定重譯。我一看契約中規定對Taiwan 的處理方式,就說,君子之交,不定契約,改Taiwan等事情, 由你們動手。
OOTC 第7章談"服務型組織的品質與生產力",原文68頁。當時台灣有太陽花革命,於是決定從這章開始,當時心情很激動,所以約花兩個月才修完。
7月初,我請張華兄利用他的"美國時間"與GoogleBooks等,改TNE一書和OOTC第1、第7章、序言等。 (後來發現必須有全書才能校好,我說可花錢買電子書,張兄怕我花冤枉錢,沒去買;我教他去圖書館借,開始時臨近圖書館沒原書......)

8.15 一早接到Howard 從美國寄來的OOTC第2次改稿,快昏倒,因為上月底已改過一次,現在2次改稿合在一起,必須重新對讀。

 服務業廠商與製造業的廠商之間,另有一項差異,就是,許多服務業的廠商都有其能掌握的巿場【??a captive market固定的市場??或是企業內部消費。
這captive market 是企業管理中常見的,譬如說,公司的產品一定由關係企業所購買、使用,這"市場"就是"專屬市場"或"內(自)用"市場等可自己支配的市場,買方好像被綁起來似的。


This is always a big topic; and it became bigger since the rise/promotion (by IBM, etc.) of the so-called "service science"in 2006. I think the notion that 許多服務業的廠商都有其 captive market is a very narrow view of "服務業廠商". This notion may consider only the after-sale service and/or contractual service (such as the OEM/ODM model), which is no longer a major part of the service industry/sector. The new genres include e-commerce, consulting, and the provision of many digital enterprises. 
But in any case, your are doing a very meaningful thing. Bravo. Wish you the best success. 


...  Saline is the name of a auto parts plant for Ford.
Hope all is well, especially in Kaoshiung.

賽萊恩(Saline)零組件廠 排程錯誤所引起的成本

(原來Saline 是地名(很容易Google),我們以前翻譯成鹽水工廠。這一次,我自問:為什麼福特汽車公司要有鹽水廠?....接下來,它的發音找不到確切的漢字對應。)

因為Bill提到高雄氣爆事件(他2007-2008當光寶集團的副總),我順道說,戴明博士這本書提到高雄 (自行車工廠),可惜拼法非標準,所以在Google Books 的地理資訊顯示不出來。

(關於鹽,本書提到威斯康辛州在雪後的公路灑鹽,原先將salt 翻譯成食鹽。張華兄在校稿時建議改過來。)

*****bear trap
我採用Wikipedia 6種解釋之外的第7種解釋:


bear trap
*****Google Books 等可前文搜索,幫助 全書一致。闢如bear trap和 come out ahead (第2章頗長,至少3次)......

 37 頁
... also serve other companies, and will deliver to all of them better and better quality with better and better economy. Everybody will come out ahead...

第 39 頁
In the long run, one comes out ahead by working with the single supplier, provided that he upholds his responsibility for continual improvement. ...

come out ahead

Succeed, make a profit. For example, By the end of the year we expect to come out ahead. Also see ahead of the game.

不知道天下文化編輯部為什麼要將Taku 改成"熊本"?

一個單一計畫如果可行,經濟活動的效果會很明顯。舉例來說,介紹一個日本行程表如下:            1725 離開多久(佐賀Taku )             1923 到達博多(Hakata)並換班車            1924 離開博多(往大阪時速210公里)    只有1分鐘來換班車嗎?你並不需要整整1分鐘,還有30秒空檔,所以不需另擬備用計畫。

另外一感慨是: "2014台灣高鐵 vs 1981日本新幹線":
高鐵誤點21分消基會:需特別賠償華視新聞七個多月出包20次台灣高鐵昨又傳道岔訊號異常,消基會砲轟,事故頻率實在太高,高鐵應針對延誤賠償門檻(半小時)以下的乘客提出特別賠償,學者則 ...


Euripides著《戴神的女信徒》(The Bacchae),胡耀恆,胡宗文譯
2008/8/14 日與彭老師談 智慧 vs 機智 等
附錄:日本的轉型  「不要誤以為你的機智就是智慧。」──古希臘作家Euripedes作品《酒神》(Bacchae)中,TiresiusDionysus說。「對愚人而言,智慧有如痴言妄語。」──同上作品,DionysusCadmus說。

2015.7.6 弄不清楚Akira 是否為石川馨的兒子或筆誤:

  • Out of the Crisis - Google Books Result

    William Edwards Deming - 2000 - ‎Business & Economics
    Taken from a speech by Dr. Akira Ishikawa at the Newark Museum16 November 1983 In the U.S., a QC-Circle is normally organized as a formal staff  ...

  • 八月 - The New Economics and A Taiwanese Deming Circle


    Translate this page
    Aug 4, 1983 - Taken from a speech by Dr. Akira Ishikawa at the Newark Museum,16 November 1983 In the US, a QC-Circle is normally organized as a  ...
  • hc:請問Bill Scherkenbach。
    編者:我有查到Akira Ishikawa是石川薰的兒子,但不確定書中提及1983年去美國演講的人是否為石川薰本人。參考連結:
    由於原書索引有標出Akira Ishikawa,因此可能與石川馨之間有親戚關係。
    Family Mrs. Keiko Ishikawa, Spouse Tadashi Ishikawa, Son; Vice President, Komatsu Dresser (U.S.A.)
    Mrs. Noriko Ishikawa, Spouse of Tadashi Ishikawa
    Mrs. Hiroko Kurokawa, Daughter Yasushi Kurokawa, Husband of Hiroko; Division Manager, NEC Home Electronics
    Akira Ishikawa, Son; President, Aim Mrs. Kazuko Ishikawa, Spouse of Akira Ishikawa



    Out of the Crisis - Page 273 - Google Books Result

    William Edwards Deming - 2000 - ‎Business & Economics
    William Edwards Deming. 10 IIIIIIIIIIIIIFIITIT ITIIII lllll (3.5% _ s' _ : CE°sE.U.)i< °°“$“ _ r— MN'.S6 'BC _. i— I — AB Number of operatives it

    hc:謝謝提問,圖中的前2周可以有語意問題,建議改為兩天。 (我會去查原書,有問題再說。



    operative Show phonetics
    noun [C]
    1 FORMAL a worker, especially one who is skilled in working with their hands:

    a factory operative

    我讀了原引的1960書Sample Design in Business Research,決定圖內的"2周"不要改----原書如此。



    (注9)參考馬文‧E.‧蒙代爾 (Marvin E. Mundel)  《動作與時間研究》Motion and Time StudiesPrentice Hall1970修正版。台灣有譯本——譯注) p.128L. H. C.蒂皮特(L. H. C. Tippett )  《工作抽查比率分析法》(Ratio delay study)Jounal of Textile Institute Transactions 36 No.2《紡織研究院論文集期刊》36219552月)。原著中尚引述幾篇古老作品,讀者不妨參考近日關於「工作研究」、「工作抽查」方面的書籍——譯注。

    (注9)參考馬文‧E.‧蒙代爾 (Marvin E. Mundel) 著 《動作與時間研究》Motion and Time Studies(Prentice Hall,1970修正版。台灣有譯本——譯注) p.128;L. H. C.蒂皮特(L. H. C. Tippett ) 《工作抽查比率分析法》(Ratio delay study),Jounal of Textile Institute Transactions 36 No.2《紡織研究院論文集期刊》36卷2號(1935年2月)。R. L. Morrow 著《時間研究與動作經濟》Motion and Time Studies(Ronald Press,1946),頁176-199; C. L. Brisley 著《你如何將工作抽查落實之》 (How you can put work sampling to work, )Factory 110,no.7 (1952年7月號):頁84-89; J. S. Pairo著《應用工作抽查比率分析法來設定寬放值》 (Using ratio-delay studies to set allowance) Factory106,no.10 (1943年10月號):頁94。


    轉形任重道遠 必須窮數十寒暑
    "When we size up the job ahead, it is obvious that a long thorny road lies ahead -- decades." 
    Dependence on protection by tariffs and laws to "buy American" only encourages incompetence. 
    It would be incorrect to leave the reader with the impression that no action is taking place.
    (Deming, 1986, Preface for Out of the Crisis) 此次版本翻譯採用張華兄作品