激勵與溝通_戴明語錄

戴明語錄林公孚溝通(Communication) 打破部門間的障礙。研究、設(shè)計、銷售及生產(chǎn)部門的人員應(yīng)協(xié)力合作猶如一個團隊，以預(yù)見產(chǎn)品與服務(wù)在生產(chǎn)與使用時可能遭遇的問題。 (Break down barriers between Departments. People in research, Design, sales and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.) 釋義：鼓勵研究、設(shè)計、銷售及生產(chǎn)部門的人員跨部門合作，不斷提供能滿足顧客要求的 產(chǎn)品，服務(wù)顧客。 競爭(Competition)(1) 經(jīng)濟學(xué)家將我們導(dǎo)向歧途，他們告訴我們激烈的競爭是解決之道。使我們憂心于增加市場占有率，試圖鏟除同業(yè)，卻忽略了要創(chuàng)造更好的產(chǎn)品。 (Economists are leading us down the wrong path. They tell us that fierce competition is the solution. We worry about increasing market share and we try to kill off colleagues in the same industry, instead of making better products.)釋義：以合作代替競爭，共同創(chuàng)造優(yōu)質(zhì)產(chǎn)品服務(wù)顧客，才是最佳致勝之道。 競爭導(dǎo)致?lián)p失，人們凡事采拔河態(tài)度處理，徒耗體力而已，他們將一事無成。 Competition leads to lose, people pulling in opposite direction on a rope ,they go nowhere.釋義：競爭的結(jié)果是分勝負，合作的結(jié)果是創(chuàng)雙贏，故凡事應(yīng)從合作方向思考，在此一思維下，目前商場上買賣雙方的關(guān)系已有顯著的改變，依據(jù)數(shù)據(jù)顯示：現(xiàn)在的買主與供貨商之間已有新的合作趨勢，未來三、四年以后才需要的重要零件，92已由供貨商、設(shè)計師、工程師、采購、制造、銷售部門所組成的小組進行開發(fā)可資證明。顧客(Customers)(1) 顧客是生產(chǎn)在線最重要的一部份；沒有他們，就沒有生產(chǎn)線。質(zhì)量的改進涵蓋整個生產(chǎn)線：從進料、到交貨給顧客，以及為未來產(chǎn)品與服務(wù)的再設(shè)計。 (The customer is the most important part of the production line. Without him, there is no production line. Improvement of quality envelops the entire production line, from incoming materials to the customer, and redesign of the product and service for the future.)釋義：生產(chǎn)/服務(wù)的一切作為，均應(yīng)以顧客導(dǎo)向，戴明用以表示從進料到顧客之間的著名的整體生產(chǎn)系統(tǒng)流程圖，就作了最佳的說明。 顧客(Customers)(2) 除非是以產(chǎn)品質(zhì)量的角度來衡量，價格才具意義。但這樣還不夠，除非能夠與顧客的需求掛鉤，優(yōu)良與均一的質(zhì)量才具意義。 (Price has no meaning except in terms of the quality of the product. But that is not enough. Good and uniform quality have no meaning except with reference to the customers needs. )釋義：凡事均應(yīng)以顧客為重，應(yīng)從顧客觀點，制造產(chǎn)品與定價。他指出：界定質(zhì)量難在將使用者的未來需要轉(zhuǎn)換為可量測的特性，依此從事產(chǎn)品設(shè)計，再產(chǎn)生顧客愿意付的價格 。 教育(Education)(1) 我發(fā)現(xiàn)一般人對教育的恐懼；人們害怕選課，因為可能選得不對，我的忠告是先選它，其后再找出何者是適切的。你不會知道什么可能用得上，或可能會需要什么。一心想著必須務(wù)實的人不會做得長久，誰曉得什么叫做務(wù)實？協(xié)助人們從事改進，我是指每個人。 I find a general fear of education. People are afraid to take a course. It might not be the right one. My advice is take it. Find the right one later. . . .You never know what could be used, what could be needed. He that thinks he has to be practical is not going to be here very long. Who knows what is practical? Help people to improve. I mean everybody.釋義：接受教育，充實智能，從事改進，才是務(wù)實之道，戴明指出：要取得競爭地位的優(yōu)勢，就必須扎根于知識.每個人都有責(zé)任重建西方工業(yè)，我們也都需要新的教育，管理者更必須重新學(xué)起。教育（Education）（2） 為每人建立有活力的教育與自我改進方案。 (Institute a vigorous programme of education and self-improvement for everyone.)釋義：領(lǐng)導(dǎo)者要能引導(dǎo)所屬人員學(xué)習(xí)，并為他們建立不斷學(xué)習(xí)的環(huán)境與與提供所需資源。訓(xùn)練（Training） 建立在職訓(xùn)練制度。 (Institute training on the job.)釋義：用新觀念、新方法執(zhí)行員工在職訓(xùn)練工作，訓(xùn)練工作要先從管理階層做起，訓(xùn)練的內(nèi)容要看重在了解從進料到交貨給客戶的每一過程及其變異，教導(dǎo)員工工作所需的工具與技術(shù)，使他們能運用新技術(shù)、新工具來解決工作上的問題。戴明語錄林公孚評估(Evaluation) 我們大多認為，若是我們不評估你，你就不會受到激勵而把工作做得更好；所以我們查問你、衡量你，將你與他人比較并試圖為你排列名次。取而代之的是，我們需要提升自尊，樂在工作并以我們所做的為傲，因此我們應(yīng)鼓勵人們創(chuàng)新，對工作有所貢獻。如果我們摧折你，你便是被羞辱了，而為你排列名次就是在摧折你。 (Most of us assume that if we dont evaluate you, you wont be motivated to work better. So we interview and measure you, compare you to others, and try to place you in a ranking. Instead we need to promote self-esteem, joy in work and pride in what we do, so that we encourage people innovate and contribute to the job. If we destroy you, you are humiliated. Ranking you destroys you. )釋義：系統(tǒng)與人員間的互動有效性，影響工作績效的程度可達90%-95%，人在系統(tǒng)中工作，不能改變系統(tǒng)，但卻要以此考核他的績效，并據(jù)以排列名次，不是很不公平嗎？尊重個人是戴明理念中最重要的一項，故有不宜予以衡量評等之看法。戴明語錄林公孚恐懼(Fear)(1) 恐懼造成極大的折損。它無處不在，奪去人們的驕傲，傷害他們，剝奪他們對公司奉獻的機會，很難相信當(dāng)你不放松恐懼時會發(fā)生什么事。 (Fear takes a horrible toll. Fear is all around, robbing people of their pride, hurting them, robbing them of a chance to contribute to the company. It is unbelievable what happens when you unloose fear.)釋義：員工只有處在有安全感的工作環(huán)境，才會有好的工作表現(xiàn)?？謶謺谷艘蚺路稿e而怯于任事，或怕受責(zé)而掩過飾非，因而限制了他們發(fā)揮潛能的機會，除非員工對他的工作有安全感，否則必難賣命工作。戴明語錄林公孚恐懼(Fear)(2) 凡有恐懼之處，就會有錯誤數(shù)字。 (Where there is fear, there will be wrong figures.) 釋義：為害怕受到責(zé)難,人們常會用假數(shù)字來掩飾真相，逃避責(zé)任。戴明語錄林公孚改進 (Improvement) (1) 執(zhí)行一項試驗的唯一理由是改進過程，改進質(zhì)量與下次的運作數(shù)量或是次年的收獲。在科學(xué)與工業(yè)方面的重要問題是如何以及在何種條件下，觀測值會對是否改變過程以達成改進所做的理性決策有所貢獻。因此，觀測記錄必須包含任何人可能需要用來做預(yù)測的所有信息。 (The only reason to carry out a test is to improve a process, to improve the quality and quantity of the next run or of next years crop. Important questions in science and industry are how and under what conditions observations may contribute to a rational decision to change or not to change a process to accomplish improvement. A record of observations must accordingly contain all the information that anyone might need in order to make his own prediction.) 釋義：改進過程是重點，好的過程才會產(chǎn)生好質(zhì)量、好產(chǎn)量的結(jié)果，做好它要靠完備的觀測記錄，使負責(zé)改進者知如何改，以及在何種條件下改。戴明語錄林公孚 改進 (Improvement) (2) 一個健康的，運作良好的公司是處于最佳地位改進它的管理、產(chǎn)品與服務(wù)，如此可以對他自己的經(jīng)濟福祉以及我們其它人有所貢獻，況且它也是最有義務(wù)要改進者。事實上，一個獨占事業(yè)最有可能年年從事不斷改進，而且它也肩擔(dān)追求改進的最大義務(wù)；一個艱困的公司只能想著如何存活。 (A company that is healthy, doing well, is in excellent position to improve management, product, and service, thus to contribute to the economic welfare of itself and to the rest of us, and moreover has the greatest obligation to improve. A monopoly is in fact in the best possible position to improve year by year, and has the greatest obligation to do so. A company that is on the rocks can only think of survival.) 釋義：改進時機最好在企業(yè)處于最佳情況時為之，不能等到組織經(jīng)營狀況惡化時才做，那是像救火，智者不取，要在組織體質(zhì)佳時做，這是防火，智者當(dāng)為。戴明語錄林公孚 改進 (Improvement) (3) 滅火并非改進。找出失控點，找出特殊肇因并將之去除，只是將過程帶回它原先所在的位置，并不是過程的改進。 (Putting out fires is not improvement. Finding a point out of control, finding the special cause and removing, is only putting the process back to where it was in the first place. It is not improvement of the process.) 釋義：消除失控點只是治標，改進要以設(shè)計與過程為重，對質(zhì)量或系統(tǒng)作持續(xù)改進，才是治本之道。戴明語錄林公孚改進 (Improvement) (4) 因為我們所做的是錯的，即使我們盡最大的努力，辛勤工作，我們也正在失去優(yōu)勢。 (Were losing ground because what we are doing is wrong, even though we work very hard and give our best effort.) 釋義：錯誤原因是舍本逐末，不知設(shè)計質(zhì)量、過程質(zhì)量與系統(tǒng)質(zhì)量才是從事改進的正路。戴明語錄林公孚 樂在工作(Joy in work) 我喜愛我的工作，它對我而言是有趣的，但愿美國的管理者能不斷的學(xué)習(xí)與成長，我愿繼續(xù)學(xué)習(xí)并與他們分享。戴明在被問及為何每周要花五到七天旅行、教學(xué)、顧問以及提供四天的研討會給數(shù)以百計熱情的學(xué)生們時，所做的回答。 (I love my work. Its fun for me. I wish American management to keep learning and growing and I wish to keep learning and sharing with them. When asked why he spends five to seven days per week traveling, teaching, consulting and giving 4-day seminars to hundreds of enthusiastic students, this was Dr. Demings reply.) 釋義：戴明天性屬于能樂在工作且以工藝為榮的人，其弟子謝爾肯巴赫(W.W.Scherkenbach)曾說： 我以為，如果要用一句話來總結(jié)戴明的理念，那該是：”透過工藝之樂，達到自主之喜悅”。何況他更以挽救美國經(jīng)濟為己任，老而彌堅，故出此語。戴明語錄林公孚 知識(knowledge)(1) 系統(tǒng)的深厚知識來自外部，甚少由內(nèi)部產(chǎn)生，你可曾在任何組織內(nèi)部發(fā)現(xiàn)具有深厚知識的人？我從未發(fā)現(xiàn)。 (Profound knowledge of a system comes from outside, rarely from the inside. Have you ever found someone who has profound knowledge inside an organization? I never have.) 釋義：系統(tǒng)的深厚知識是指改進一個系統(tǒng)所需的知識，外部專家，見多識廣，常勝于內(nèi)部專家。戴明語錄林公孚知識(knowledge)(2) 知識是無可取代的。 (There is no substitute for knowledge。) 釋義：知識為管理力量的重要來源之一，沒有深厚知識為基礎(chǔ)的管理行動，常出現(xiàn)外行領(lǐng)導(dǎo)內(nèi)行現(xiàn)象，焉有不敗之理。戴明語錄林公孚領(lǐng)導(dǎo)(leadership)(1) 排除恐懼，如此每個人將可有效地為公司工作。 (Drive out fear, so everyone may work effectively for the company.) 釋義：恐懼感會使人因害怕失敗而不敢嘗試創(chuàng)新。戴明語錄林公孚領(lǐng)導(dǎo)(leadership)(2) 消除工廠里的工作標準（配額），以領(lǐng)導(dǎo)代之。 (Eliminate work standards (quotas) on the factory floor. Substitute leadership.) 釋義：工作標準是否能夠達成之關(guān)鍵要素為：人員、物料、機器、方法及環(huán)境等要素之組合，它的成效之關(guān)鍵在領(lǐng)導(dǎo)者，以領(lǐng)導(dǎo)代之，是務(wù)本的做法。戴明語錄林公孚領(lǐng)導(dǎo)(leadership)(3) 拋棄目標管理，取消數(shù)字管理，數(shù)字標的，廢除評等制度與排定人員等級，以領(lǐng)導(dǎo)代之。 (Eliminate management by objective。Eliminate management by numbers，numerical goals。Abolish the merit system and the ranking of people。Substitute leadership。) 釋義：戴明指出：把人、團隊、銷售員、事業(yè)部等都予以排序，獎賞得分高而處罰得分低者。把排序制度演化成所謂”人員年度考核制”。結(jié)果造成沖突、士氣低落、生產(chǎn)力下跌，質(zhì)量差，壓抑了創(chuàng)新。我們應(yīng)知，計劃目標之?dāng)M訂與達成，常受外在環(huán)境與內(nèi)在關(guān)鍵要素之影響，故先天上，數(shù)字目標有其不可靠性，何況還可能造假。人事考評之不宜，在先天上未認清大多數(shù)問題與改進，在于系統(tǒng)與過程本身，不在個人或小組。而人事考評依靠外在激勵而非內(nèi)在激勵，故功效原不大，況且須由公正、明智而理性的考核者執(zhí)行才能發(fā)揮其應(yīng)有功效，這種條件實不易得。遂有先天不足，后天失調(diào)現(xiàn)象。故目標、數(shù)字與考評，均會無法達成所預(yù)期的目的，唯靠系統(tǒng)內(nèi)全員合作，致力于創(chuàng)新與成長，才會有好結(jié)果。戴明語錄林公孚領(lǐng)導(dǎo)(leadership)(4) 判斷一個系統(tǒng)各部分時應(yīng)視其對系統(tǒng)的貢獻，而非它的個別表現(xiàn)。每一部分對整個系統(tǒng)的健康與福祉均負有責(zé)任。 (Judge each part of a system by its contribution to the system, not for its individual performance. Each part is responsible for the health and well-being of the whole system.) 釋義：考核各部門績效應(yīng)以其對組織整體之貢獻度為依據(jù)，如此可避免本位主義與部門間競爭，而破壞整體力量的發(fā)揮。戴明語錄林公孚領(lǐng)導(dǎo)（Leadership）(5) 建立領(lǐng)導(dǎo)風(fēng)范。 (Institute leadership)釋義：管理的工作是領(lǐng)導(dǎo)而不是監(jiān)督，管理者要以領(lǐng)導(dǎo)風(fēng)范協(xié)助他人把工作做得更好為目標，并將改進產(chǎn)品與服務(wù)質(zhì)量的意圖，置于工程設(shè)計與產(chǎn)品生產(chǎn)活動中。具領(lǐng)導(dǎo)風(fēng)范的管理者，會在愿景與使命感的驅(qū)使下，創(chuàng)造一個讓員工樂于工作與學(xué)習(xí)的環(huán)境，能不斷追求知識并鼓勵員工學(xué)習(xí)與應(yīng)用新知，不斷改進工作效能，以提升顧客滿意度。戴明語錄林公孚 學(xué)習(xí)(learning)(1) 學(xué)習(xí)并非強制性的，存活亦非強制性。 (Learning is not compulsory. Survival is not compulsory.) 釋義：自動自發(fā)地從工作中學(xué)習(xí)，產(chǎn)生創(chuàng)新成果，利己利人，何樂而不為。戴明語錄林公孚學(xué)習(xí)(learning)(2) 我們要以快樂心情學(xué)習(xí)并在一起工作要做得與眾不同。 Were here to have fun, to learn, to work togetherand to make a difference. 釋義：此為戴明在其所主持的研討會上常說的話戴明語錄林公孚管理(Management)-(1) 我的管理理論是：當(dāng)系統(tǒng)運作達最佳化時，每個人均有所獲。 (My theory of management says that every person gains when the system is optimized.) 釋義：管理者應(yīng)是系統(tǒng)的建立者、維持者、與改進者，應(yīng)承擔(dān)系統(tǒng)是否能令利害相關(guān)者滿意之責(zé)任。戴明語錄林公孚 管理(Management)-(2) 管理必須經(jīng)常改進系統(tǒng)，做對整體系統(tǒng)最好的事，別照著一成不變的方式做事；記住，除非你跳出這個系統(tǒng)，否則你不會有什么影響力的；你必須置身系統(tǒng)之外。 (Management must always improve the system. Do what is best for the whole system; dont do things the way they have always been done. Remember: you cant have impact unless you break away from the system, you must be outside of the system.) 釋義：事物好壞，絕大多數(shù)是由系統(tǒng)所決定，想求好者，做事不能老是一成不變。故管理者要能跳脫舊框框，從第三者角度看目前系統(tǒng)的運作問題，以謀求改進。戴明語錄林公孚 管理(Management)-(3) 在擴張中的市場，管理企業(yè)不是難事，而且可以輕易假設(shè)，經(jīng)濟情況只會越來越好。期望與事實相違，回首前塵，可以發(fā)現(xiàn)我們正處于三十年的經(jīng)濟衰退中。推算地震日期易，知道衰退難。 (It is easy to manage a business in an expanding market, and easy to suppose that economic conditions can only grow better and better. In contrast with expectations, we find, on looking back, that we have been on an economic decline for three decades. It is easy to date an earthquake, but not a decline.) 釋義：一般人常作過于樂觀的假設(shè)，但常事與愿違。故經(jīng)營者要常懷戒慎恐懼、步步為營精神，經(jīng)營企業(yè)。戴明語錄林公孚 管理(Management)-(4) 管理者須是一位領(lǐng)導(dǎo)者，他須了解他與他的屬員的工作如何與系統(tǒng)契合，系統(tǒng)的最隹化是領(lǐng)導(dǎo)者的第一要務(wù)。體認人各有別，宜適才適所，樂其所為。 (The manager should be a leader. He should understand how his work and work of his people fits into the system. Optimization of a system is the first job of a leader. Recognize that all people are different, try fit each one in what he does best, what he takes joy in doing.) 釋義：管理者要發(fā)揮領(lǐng)導(dǎo)才能，有識人本領(lǐng)，用人必適才適所，使人人樂在工作，而有最佳表現(xiàn)。戴明語錄林公孚 管理(Management)-(5) 大多數(shù)人認為管理就是一連串的命令；我的理論是：系統(tǒng)像是一個交響樂隊，不是軍隊。樂隊中的每個人都要支持其它的演奏者；每一位演奏者要注意的不只是指揮，還包括其它成員和整個系統(tǒng)，系統(tǒng)需要的是指揮，不是將軍；它需要一個能夠調(diào)和系統(tǒng)各份子之天賦與能力的人。交響樂隊里的每一位演奏者了解自己是系統(tǒng)的一份子，即使他演出的是獨奏；他不是在那兒吸引大家注意他的人，當(dāng)他支持其它演奏者的時候，才算成功。 (Most people think of management as a chain of command. My theory says that the system is like an orchestra, not an army. Every one in an orchestra supports the other players. Each player watches not only the conductor, but also each other and the whole system. The system needs a conductor, not a general. It needs someone who harmonizes the talents and abilities of each part of the system. Each player in the orchestra knows he is part of a system，even when he plays solo。He is not there to attract attention to himself。He succeeds when he supports the other players.) 釋義：管理者要如交響樂隊指揮，工作團隊成員要如交響樂隊員般地合作無間，相互支持，以奏出美調(diào)。戴明語錄林公孚管理(Management)-(6)如果沒有管理上的文化革命，品管圈不會在美國產(chǎn)生所欲的效果，也沒有任何人能擔(dān)?；鶎訂T工的工作保障，足以產(chǎn)生高生產(chǎn)力與優(yōu)質(zhì)產(chǎn)品。然而，如果管理當(dāng)局缺少對員工福利的承諾，則無法激起員工對公司生產(chǎn)力及產(chǎn)品質(zhì)量上的興趣的。有擔(dān)保的工作保障，管理工作變得使得更加艱難，更具挑戰(zhàn)性。 (Without a cultural revolution in management, quality control circles will not produce the desired effects in America. Nor can anyone guarantee that job security for the rank and file would be enough to produce high productivity and product quality. However,without a Management commitment to the personal welfare of its workers, it will be impossible to Inspire employees interest in company productivity and product quality. With guaranteed job security, managements job becomes far more difficult and challenging.) 釋義：管理者應(yīng)知：員工惟有在有工作安全感與福利措施的良好環(huán)境下，才會有最佳的表現(xiàn)，如何發(fā)揮領(lǐng)導(dǎo)才能，做好管理工作，應(yīng)為當(dāng)務(wù)之急。戴明語錄林公孚管理（Management）(7) 不斷地改進產(chǎn)品與服務(wù)質(zhì)量。 (Constantly improve the quality and services.)釋義：組織應(yīng)專注于不斷改進產(chǎn)品與服務(wù)質(zhì)量以提升競爭力，如此才能為員工提供永久的工作機會，而達到企業(yè)永續(xù)經(jīng)營的目的，在作法上不可圖近利而不作長期投資，要將創(chuàng)新支出列為”對質(zhì)量與生產(chǎn)力不可搖撼的承諾”。戴明語錄林公孚管理（Management）(8) 采取新的經(jīng)營理念。 (Adopt the new philosophy.)釋義：要采取TQM的理念與方法，包括以顧客為重、采團隊合作、人員參與及賦能授權(quán)、供需雙方互利、并持續(xù)改進過程以提升質(zhì)量與生產(chǎn)力.等方式為之。戴明語錄林公孚管理（Management）(9) 僅以可見數(shù)字經(jīng)營公司者會很快就失去公司，也沒有可見的數(shù)字可運用了。 (He who runs his company on visible figures alone will soon have neither company nor visible figure to work with.)釋義：企業(yè)能否成功，常受政治與經(jīng)濟環(huán)境以及難以捉摸的顧客需要變動，影響，故數(shù)字有其局限性，七十年代的全錄公司因產(chǎn)品質(zhì)量不良而危機四伏，但其產(chǎn)品的租賃政策仍然為公司贏得了可觀的賬面利潤，若僅從賬面盈余判斷公司的體質(zhì)，那是相當(dāng)危險的事。故經(jīng)營者要具備敏銳的環(huán)境感應(yīng)能力并了解顧客滿意度趨勢，如此才能避免落入險境。障礙(Obstacles) 阻礙(員工) 以工藝為榮之實現(xiàn)，在美國，事實上可能就是降低成本與改進質(zhì)量最重要障礙之一。 (Barriers against realization of pride of workmanship may in fact be one of the most Important obstacles to reduction of cost and improvement of quality in the United States.) 釋義：員工無法自由發(fā)揮其潛能，抑制了創(chuàng)造力的發(fā)揮，無形中喪失了降低成本與改進質(zhì)量的機會。 戴明語錄林公孚最佳化（optimization)(1) 勞工與管理階層須把重點放在系統(tǒng)最佳化上，對于買方與賣方或供貨商與經(jīng)銷商之間的任何討論，其法則相同。如果在協(xié)商中你的首要目標是保護你自己，那么你已經(jīng)輸了-其它的人也要保護自己。當(dāng)你與他人協(xié)力改進系統(tǒng)時，你收獲最多。 (Labor and management should focus on optimizing the system. For any discussion between buyer and seller or suppliers and retailers, the rule is the same. If your principal goal in a negotiation is to protect yourself, youve already lostand so has everyone else. You gain most when you work with others to improve the system.) 釋義：要把買方、賣方、供貨商、或經(jīng)銷商納入管理系統(tǒng)之內(nèi)，與他們建立供應(yīng)鏈關(guān)系，共謀系統(tǒng)最佳化，使人人受益。 戴明語錄林公孚最佳化（optimization)(2) 任何團體都要時時將其所處的大系統(tǒng)的最佳化當(dāng)作它的目標。任何未能使整個系統(tǒng)最佳化的事，終會導(dǎo)致系統(tǒng)中每一份子的損失。 Any group should have as its aim optimization over time of the larger system that the group operates in. Anything less than optimization of the whole system will bring eventual loss to every component in the system. 釋義：系統(tǒng)內(nèi)的每一份子，早己自然形成利益共同體，系統(tǒng)最佳時，就會產(chǎn)生利益最大的結(jié)果。 戴明語錄林公孚 耐心(Patience) 沒有耐心的人多么可悲??！ 依阿高（壞蛋）對洛德利哥（傻瓜）之告誡，見莎士比亞的奧賽羅，。 ( How poor are they that have not patience. lago to Roderigo, Shakespeares Othello, II, 。) 釋義：成功需靠耐心。 戴明語錄林公孚懇請捐血（A Plea for Blood ) 在血液銀行里有兩種血好血和壞血。Dr. Burchell（我的醫(yī)師），用了三份好血在我身上，他說，壞血是最后別無選擇時才用。像是你、我的朋友這種人能夠提供好血，這是單從血的來源來看。如果是來自經(jīng)常捐血以換取酬勞的捐血者，則血液幾乎是像捐血者本人一樣地相當(dāng)依靠接受清洗；如果我對Dr. Burchell了解無誤。 換句話說，好血來自朋友和他們的朋友，用錢買不到它是非賣品，此處我們或許曲解了一些醫(yī)學(xué)用語，但Dr. Burchell的觀點十分明確，他和其它外科醫(yī)師都需要好血，任何血型都會拿來做替換。 簡言之，我欠了三品脫的好血，報償?shù)姆椒ㄖ挥幸环N，而金錢是辦不到的。過去我并沒有珍惜這些關(guān)鍵性的要求；或許這項懇求，能使我的朋友們?nèi)ゾ柩?(There are two kinds of blood in the blood bank, good and bad. My physician Dr. Burchell used three units of good blood on me. Bad blood, he said, is a last resort. People like my friends and your friends can give good blood, and that is about the only source thereof. Blood from a regular donor that takes pay for it is almost dependably pretty well washed up. like the donor himself, if I understand Dr. Burchell correctly. In other words, good blood comes from friends and from their friends. Money can not buy it: it is not for sale. I may have garbled some of the medical language here, but Dr. Burchells point was very clear. He and other surgeons need good blood. Any type will do as replacement. In short, I owe three pints of good blood, and there is only one way to repay them. Money wont do it. I had not appreciated these critical requirements. Maybe this plea will bring friends to offer blood.) 釋義：好的來源，質(zhì)量自然好。能用錢買到的未必是好貨，出自真誠的奉獻常有好品質(zhì)。 好人要主動多做好事。 戴明語錄林公孚生產(chǎn)力(Productivity) 持續(xù)不斷的改進生產(chǎn)與服務(wù)的系統(tǒng)以改進質(zhì)量和生產(chǎn)力，如此可持續(xù)降低成本。 ( Improve constantly and forever the system of production and service, to Improve quality and productivity, and thus constantly decrease costs.) 釋義：降低成本與提升生產(chǎn)力是相輔相成，可并行不悖。 戴明語錄林公孚利潤(Profits)(1) 不要依賴短期的利潤來衡量系統(tǒng)是否健全，利潤通常無法顯示出管理之未來表現(xiàn)。藉少做研究與延緩維修，可輕易地顯示出較高的利潤，但受難的是系統(tǒng)。 (Dont depend on short-term profits as a measure of a systems health. They often dont point to future performance of management. Its easy to report a higher profit by reducing research and postponing maintenance. But the system suffers.) 釋義：只注重短期好看的公司報表利潤數(shù)字，常會以犧牲公司長遠利益為代價。 戴明語錄林公孚利潤(Profits)(2) 賬面利潤不會使餅變大，他們給你一片比較大塊的，你是多拿了別人的份，對社會并沒有什么幫助。 (Paper profits do not make the pie bigger. They give you a bigger piece. You take it from somebody else. It doesnt help the society.) 釋義：近期的賬面利潤可能只是其它支付延遲的結(jié)果，故對社會無實質(zhì)幫助。 戴明語錄林公孚利潤(Profits)(3) 紅利和賬面利潤通常是判斷財務(wù)經(jīng)理和公司首腦的準繩并不會改進一公司或是美國工業(yè)的競爭地位。賬面利潤不足以謀生；質(zhì)量與生產(chǎn)力之改進則可；他們的貢獻，是可以改進世界各地人類的物質(zhì)生活。 (Dividends and paper profits, the yardstick by which managers of money and heads of companies are judged, do not improve the competitive position of a company or of American Industry. Paper profits do not make bread: improvement of quality and productivity do. They make a contribution to better material living for all people. Here and everywhere.) 釋義：較佳之物質(zhì)生活水平，來自經(jīng)營者不斷提升其產(chǎn)品的質(zhì)量與生產(chǎn)力，因深受顧客信賴而產(chǎn)生彼此雙贏的局面。 戴明語錄林公孚保護主義(Protectionism)(1) 依賴關(guān)稅和法律的保護，讓人們買美國貨只會鼓勵無能。 (Dependence on protection by tariffs and laws to “buy American” only encourages incompetence.) 釋義：在政府保護傘下生存的企業(yè)，必缺乏競爭力，猶如寵物無法自行謀生。 戴明語錄林公孚保護主義(Protectionism)(2) 如果我國一些制造商能夠憑著其努力與人競爭，少花點時間游說提高關(guān)稅或降低貿(mào)易配額，他們或許可以較不必擔(dān)心日本的競爭，而且可以帶給我們其它人一些更好的質(zhì)量及較低的價格。許多人說，他們相信企業(yè)自由競爭，但他們所指的通常是其它人的競爭，而不是與自己的競爭。 ( If some manufacturers in my own country would meet competition with effort, and spend less time on lobbies to boost tariffs and to lower trade quotas. they might have less to worry about Japanese competition and could give some of the rest of us the benefit of better quality and lower prices. Many people say that they believe in free enterprise in competition, but what they often mean is competition for the other fellow, not for thems