朱蘭訪談錄
Joseph M. Juran is considered by many to be the greatest quality thinker ofthe last century. His humble beginnings as an impoverished immigrant fueledhis drive for quality and led to countless accolades, honors and medals.朱蘭（Joseph M. Juran）一直被許多人認為是二十世紀以來最偉大的品質思想家。作為寒微出身的移民，激發了著他對品質的熱忱，也因此使得他得到了無數的讚譽、榮耀與獎章。He began his career at Bell System's Western Electric in the early 1920s anddeveloped statistical tools still widely used today. While at Western Electric, he worked with other quality luminaries such as W. Edwards Deming and Walter Shewhart.他的職涯始於1920年代早期貝爾系統的「西方電氣公司」，其時他所開發的統計工具了至今仍廣為使用的。當他任職於「西方電氣公司」時，其他品質傑出人物諸如戴明與蕭華德等亦在該公司工作。During World War II, Juran served as an assistant administrator for the Lend-Lease Administration. But following the War, he decided that big bureaucracies weren't for him. Instead, he became a freelance management consultant. He spent much of his time lecturing, researching, writing and consulting about quality. He also made numerous trips to Japan to help rebuild its shattered economy.二次大戰時，Juran擔任「物資租借局」（Lend-Lease Administration）助理行政官；但戰後他認為龐大的官僚體系並不適合他。他選擇了不受拘束的管理顧問工作。他花了許多時間在講課、研究、寫作與品質顧問有關的事上。他也多次去日本，幫助他們重建其破碎的經濟。In the years that followed, Juran wrote numerous books, including Juran's Quality Handbook, commonly considered to be the international quality reference book, now in its fifth edition. He also founded the Juran Institute and the Juran Foundation (now the Juran Center at the University of Minnesota) and was instrumental in starting the Malcolm Baldrige National Quality Award.此後數年，朱蘭寫了許多書，包括現已發行到第5版，公認為國際性的品質參考書「朱蘭品質手冊」在內。他也成立了「朱蘭研究院」與「朱蘭基金會」（即現在明尼蘇達大學的朱蘭中心），他也促成在美國設立「馬康巴立治國家品質獎」。Although Juran retired from public life in 1993, he still occasionally speaks, writes and is hard at work on his memoirs雖朱蘭在1993年從公眾生活中退休，但他仍偶爾演講、寫作，以及忙於撰寫回憶錄。In June, I interviewed Juran at his home in Rye, New York. Despite his 97years, he's still physically strong and mentally sharp. Although sometimes careful with his answers, he didn't fail to speak his mind. As with the previous interviews I've conducted with him, Juran was polite, considerate and humorous.六月間，在紐約REY朱蘭的家中，我訪問了他。儘管朱蘭已屆97高齡，他的身體仍舊硬朗，心智依然敏銳。雖然有時回答地很小心，但他從未詞不達意。如同我以往與他接觸的幾次訪談中一般，他總是客氣、體貼又幽默。QD: What do you think has been the greatest achievement in the quality world during your lifetime?QD（Quality Digest「品質文摘」之簡稱）：在您一生中，您認為在品質世界中最大的成就是什麼？Juran: That's easy: the Japanese quality revolution. Remember, Japan set out to get a place in the sun by military means. Obviously, that didn't work, so they set out to do it by peaceful means, through trade.朱蘭：很簡單。日本的品質革命。記住，日本開始以軍事手段在世界舞台上佔一席之地，很明顯的沒有用；於是，他們開始用一種和平的手段，貿易。As they undertook to do that, they found that trade requires you to import materials, fashion them into goods and sell those goods. It's like the British did a couple of centuries ago, becoming the most important power on Earth. However, the Japanese had a big handicap: The stuff they had been exporting prior to World War II was pretty shoddy. Although they had low prices because their wages were very low, they had about the worst quality reputation in the world.當他們開始著手時，發現「貿易」需要進口物料、製成及出售這些商品；就像英國幾世紀前所做的一樣，成為世界上最重要的勢力。然而，日本卻有一個大障礙：二次大戰前出口的物品相當差勁。雖然由於工資非常低廉而能以低價出售，但卻換來全球品質最差的名聲。When you can't sell your stuff and the reason is poor quality, that message goes all the way to the top. They undertook to improve their quality and improve their reputation. It took a long time, about 30 years or more, but they were successful. Not only could they sell their stuff and get a large market share; it brought them to the status of economic superpower. 「當你的物品品質不良時，你就無法賣出它。」高階管理得知這種訊息，因此他們著手改進品質與名聲。大約花了長達30年或30年以上的時間，他們成功了。他們不只能夠賣出物品，擴大市場佔有率；也使得日本達到經濟超級強權的地位。QD: How did the Japanese bring about this quality revolution?QD：日本是如何引起這場品質革命的？
Juran: They did a whole series of things. The top people took charge of quality, which was pretty unusual. They undertook to train the entire hierarchy in how to manage quality, which requires a lot of training. They opened up the business plan to include goals for quality, which was unprecedented. One of those goals was to get quality improvement every year, year after year, at a revolutionary pace. The rest of the world was improving quality at an evolutionary pace. These lines crossed, in my estimate, somewhere around 1970. 朱蘭：他們進行了一連串的動作。高層負責品質，那是相當不平常的事。他們著手訓練組織內各層級所有人「如何管理品質」；他們破天荒地將「品質目標」放在營運計畫內。那些目標之一是，年復一年以革命的腳步改進品質。而全球其他國家卻以演進的腳步，改進品質的階段。我個人推算，這些腳步成長線約在1970年代交會。They then went beyond the revolutionary approach to improvement. They didsomething else that nobody in the West has managed to do: They made it possible for the workforce to participate in improvement through something called "QC Circles."他們接著以更超越革命的方式進行改進。他們做了一些西方未曾設法做過的事情：他們藉著所謂「品管圈」，使得工作人員參與改進活動成為可能。QD: After decades of improvement, why is the quality of U.S. products and services below that of the Japanese?QD：經過數十年的改進後，為何美國產品與服務品質會位居日本之下？Juran: With relatively few exceptions, the United States is still below the Japanese as far as quality is concerned. In fact, that's true for the West, generally. Why? We have a lot of know-how about how to achieve high quality. We even have a few role-model companies that did the same thing in pretty much the same way. The approach is common for all the successful companies.朱蘭：在少有的例外情況下，美國目前在品質方面的水準仍舊低於日本。事實上，就西方而言，一般說來也是如此，為什麼？我們有許多達成高品質的技術。我們甚至有一些模範企業也用非常相同的方法，做同樣的事，這種方式對所有成功的公司而言，是常見的。We have a strange situation: We know how to do it, but our companies don't do it. Here are some of my theories why they don't: A lot of companies have tried to improve quality, and it didn't work. They listened to consultants and spent a lot of time trying things out. Most of the time was spent learning what not to do, what doesn't work. So a lot of companies gave up. Bear in mind, mediocre quality is still saleable. People want the services that new products bring. They buy them and take the chance that they are not going to get a lemon.但我們有個奇怪的情形：我們知道怎麼做，但我們的公司卻不做。以下是我對他們為什麼不做的推測：許多公司都嘗試改進品質，卻多未成功。他們聽從顧問，而且花下大量的時間去嘗試。但大多數的時間都花在學習「什麼不要做」、「什麼不管用」。所以許多公司放棄了。記住，一般水平品質的產品仍舊可以賣出去。人們需要新產品帶來的服務。他們購買物品，也承擔了他們會買到無價值品的風險。A lot of companies think that their businesses are different. They are different; they have different technology, different markets, different culture and so on. But I found when I got into consulting many years ago that every one of those different companies had common quality problems. To diagnose those problems, I used certain diagnostic tools. To find remedies, I used certain remedial tools. To hold the gains, I used certain common control tools. I was going through the same sequence of events in companyafter company, even though they were certainly different. So there is a body of know-how there that is common and heading toward a science of managing for quality.許多公司都認為他們的事業是不一樣的。他們是不一樣的，他們有不同的技術，不同的市場、不同的文化等等。但是許多年前當我擔任顧問時，我發現不同的公司卻有相同的品質問題。為了診斷這些問題，我運用了一些診斷工具。為了找到救治方法，我採取了某些救治工具。為了掌握收益，我使用了某些常見的管制工具。在一家又一家的公司裡，雖然他們是相當不同，我遇到一連串的事件卻相同，所以會有一套普通技術並冠以管理品質之科學的名稱。A lot of companies believe that getting certified to ISO 9001 solves their quality problems. That simply is not true. ISO 9001 has some value in trying to minimize the number of assessments that are made. But the ISO 9000 series was pitched at a mediocre level. The various ingredients that the Japanese did differently are not a part of ISO 9000. We've been taken in by the standardization people coming up with a standard that's not at the excellence level but at the mediocre level. That's inherent in the way standards are set. There has to be a consensus. The different members fromcompanies of different standardization bodies are not going to agree to standards that their companies are not able to meet. They are starting to change the standards, but that's at a glacial pace. It takes a long time to change an international standard.很多公司相信通過ISO9001就能夠解決他們的品質問題。那是完全不對的。ISO9001在試圖縮小評鑑數上有其價值。但ISO9000系列被定位在一般水平。日本所採取的不同作法當中，其多樣化的組成並非ISO9000的一部分。我們已經接受標準化的人所提出並不卓越的一般水平，那是依固有方式所設立的標準，一定要有此共識。來自不同標準化機構中不同公司的不同會員，是不會同意有他們公司無法達到的標準存在。他們開始改變標準，但卻舉步惟艱，因為改變國際性的標準是要花上一段相當長的時間的。Some people think that higher quality costs more. That confusion exists in many different companies. The word "quality" has two very different meanings: One meaning is the features of the product that enable it to sell. There, higher quality generally costs more. It takes more product research, more product development and so on. People don't even call it a cost; they call it an investment, which will bring back higher returns. That's quality on the marketing side or the income side.有些人認為較高品質會使成本增加，許多不同的公司都有這種困惑。「品質」一詞就有兩種非常不同的意義：其一是能夠使產品賣出去的特性；這方面一般說來，品質愈高成本也愈高，因為它需要從事更多的產品研究，更多的產品開發，等等。人們甚至不稱它為成本，他們稱它為：一種可帶來更高回報的「投資」。此即為市場面或獲利面的「品質」。Quality on the cost side is quite different. The cost of failure, the internal failures--scrap, rework, slow deliveries, failure to deliver on time--and the external failures--field failures, lawsuits, safety problems. 成本面的品質則非常不同。失敗成本：內部失敗成本如廢品、重工、交期緩慢、不準時交貨，以及外部失敗成本如現場失效、訴訟、安全問題。A lot of CEOs believe that they are too busy to lead the quality charge, and so they delegate it. That hasn't worked very well. Leadership by the top people is an essential ingredient in getting out of that steep slope.許多企業總裁都認為他們過於忙碌而無法主導品質；所以他們授權，這並沒有太好的效果。高階領導是跳脫這項困難品質成本問題的最重要因素。QD: You talked about ISO 9000. Are you surprised by its success and widespread acceptance?QD：您談到ISO9000，你會為它的成功與被普遍接受而驚訝嗎？Juran: I was astonished that it took off like it did. I am still surprised. I must say that there are indications that the people who are paying for those assessments are getting fed up. I remember in my astonishment I used to ask companies: "What are you going into this for? What you're doing is already much stricter than the criteria that are set out in ISO 9000." The answer was: "We know that. But we don't think, from a marketing standpoint, that we can be in a position where our competitor is certified and we are not. We'd be at a marketing disadvantage." 對於它的如此快速成長的確令我驚訝，我仍然深感意外。我必須說，有些付費做這些評鑑人，已顯現出逐漸厭煩的情形。還記得在驚訝中，我通常會問公司：「你為什麼要做ISO？你現在所做的比ISO9000所設定標準的還要嚴格許多。」答案是：「我們知道。但從市場觀點而言，我們不認為我們能夠處在一個競爭對手獲得認證而我們沒有獲得認證的地位，這樣會對我的行銷不利。」There was a stampede that started out with Admiral D.G. Spickernell, the head of the British Standards Institution. He persuaded the British military to use the defense standard in assessing defense contractors. The standards organization urged the standard on civilian buyers. It was all voluntary; there was no compulsion to be certified. That began to take hold and be strongly propagandized by the standards organization. And then, little by little, whoever got themselves certified advertised the fact that they were certified. The public didn't realize that they were being certified to a mediocre standard. The idea that the standard was pitched at a mediocre level has never been properly brought out. 英國標準局長Admiral D.G. Spickernell啟動了一件大事。他說服了英國軍方使用防衛標準來評鑑國防事業的合約商。標準組織極力主張民間購買者採用標準，而這全都是自願的，標準組織開始掌握與廣為宣傳時，並未做強制性驗證。之後，漸漸地，得到認證的人就會去宣傳他們已經得到驗證。一般大眾並不知道他們得到的只是一般水平標準的驗證。將標準定調在一般水平的想法，從未能適當地呈現。QD: Do you think that ISO 9000 has actually hindered the quality movement?QD：您認為ISO9000事實上妨礙了品質運動？Juran: Of course it has. Instead of going after improvement at revolutionary rate, people were stampeded into going after ISO 9000, and they locked themselves into a mediocre standard. A lot of damage was, and is, being done.朱蘭：當然是的。不以革命的速率追求改進，人們執著於追求ISO9000；並將自己鎖定一般水平標準。造成以往許多損失，而且如今持續出現。QD: What do you think of Six Sigma?QD：您對六標準差的看法如何？Juran: From what I've seen of it, it's a basic version of quality improvement. There is nothing new there. It includes what we used to call facilitators. They've adopted more flamboyant terms, like belts with different colors. I think that concept has merit to set apart, to create specialists who can be very helpful. Again, that's not a new idea. TheAmerican Society for Quality long ago established certificates, such as for reliability engineers. Right now there are more than 100,000 certificates issued by ASQ.朱蘭：就我所見，這是品質改進的基本說法，並無新意。它包括了我們所謂的輔導員。他們採用了更炫的名詞，像具有不同顏色的帶。我認為這概念值得單獨提出，創造一些非常有用專家。再說一次，那並非新主意。美國品質學會早就建立了證書制，如可靠度工程師。現在經美國品質學會頒發的證書，已超過10萬人。Most people don't even understand what Six Sigma means. It is a goal. A goal of very few defects, down to defects per million. We used to think in terms of percent defective. For example, 1 percent defective is 10,000 defects per million units, a far cry from three or four. Basically, the concept is perfectly good, but there is nothing new.多數人甚至不了解六個標準差所指為何。它係指一個目標。一個疵病非常少，少到以百萬為單位的目標。我們習慣以疵病百分數來思考。例如，百分之一的疵病係指每一百萬單位中有一萬個缺點；對三或四個而言，距離是差得很多。基本上，此概念相當好，但沒什麼新意。It originally started with Bob Galvin, the former CEO of Motorola and a veryardent pursuer of excellence in quality. Some years ago, he gave his organization the job of improving quality and reducing the defect level by an order of magnitude. Now, to reduce it from a few percent defective to three per million, that's four orders of magnitude.它最初由由熱切追求卓越品質的摩托羅拉前總裁Bob Galvin開始，若干年前，他給了他組織改進品質與以階乘為準的降低疵病水準的工作，現在，從幾個疵病百分數降到每百萬分之三，這是第四階乘。
The name Six Sigma comes from a measure of what we call process capability,measuring the inherent uniformity of the process. One of the things that is inherent in tools used to achieve improvement under the label of Six Sigma is the concept of process capability. Now, to my knowledge, that concept of process capability goes back to 1926, when I was a young engineer at Western Electric. I got into a problem, and I ended up discovering that every process can be quantified in terms of its inherent uniformity. That can be compared with the tolerance limits to see whether the process is up to doing the job. In addition, you can also see whether the process is capable but is being misdirected. I am the inventor, if not the reinventor, of thatconcept.六標準差之名來自我們所謂的製程能力量測，量測製程中固有的一致性。在達成六個標準差改進的標記下，常用的固有工具之一是，製程能力的概念。此時，就我所知，這製程能力可回溯到1926年，當時我是西方電氣的一個年輕工程師。我遇到個問題，而我因為發現每一製程都可依其固有的一致性予以量化，進而解決了問題。這可以和允收界限相比，看製程是否可承擔工作。此外，你同時可以看到製程是否有能力，但是被誤導了。如果不是再創者，我是這個觀念的發明者。QD: There is a lot of marketing hype around Six Sigma, just as there was with ISO 9000. How do you feel about that?QD：有許多行銷到處大肆宣傳六個標準差，就如ISO9000一樣。您對此有感覺如何？Juran: I am in favor of improving quality by whatever means. Right now, I think that what has really caused the spread of Six Sigma is GE. They went into quality improvement, urged, I think, by what Bob Galvin had done at Motorola. Jack Welch personally went into this. Then he went public with the results to huge acclaim and huge savings running into the billions of dollars. That got a lot of press and was pretty hard to ignore.朱蘭：我贊成用各種方法來改進品質。目前，我認為真正將六標準差發揚光大的是通用電器公司（GE）。他們強烈要求從事品質改進，我認為Jack Welch是受到Bob Galvin在摩托羅拉所做所做的影響，他採取同樣方式。然後，他將節省數十億美元與巨大的喜悅與成果公諸於世。這就吸引了許多新聞媒體的青睞，要想忽視它都很難。I don't like the hype, and I don't think the hype is going to last. Something that is as successful as the improvement process gets label after label after label. Those labels come and go, but the basic concept stays. There will be some marketer that finds a new label, finds a way to make that a fad and off he'll go, doing the same thing we did before under a new label. 我不喜歡這種大肆宣傳的做法，但而且我也不認為這種大肆宣傳的做法會長久存在。某些像改進過程成功的事情，一次又一次地得到標誌，這些標誌來來去去，但基本概念卻不會變動。總會有些找到新標籤的市場商人，找到蔚為風尚的方法，在新標籤下作我們過去所做的事情，一旦退燒他就走人。QD: You were very involved with the development of statistical methodology in quality. Can you tell us about the development of statistics in quality?QD：您曾在開發統計方法用於品質方面投入大量精力。您能談談統計在品質中的發展嗎？Juran: The use of statistical methods in quality dates back to 1903, when the Bell System faced a problem designing its central offices. A subscriber takes the phone off the hook and gets a dial tone. That means he's connected to a line that goes to the central office. The question was, "How many of those lines do you need?" Theoretically, every single subscriber could take his or her instrument and start to use it, so you'd need a line for every subscriber. Actually, subscribers don't do any such thing. Only a few percent at one time are using it. So you need on average only a few percent as many lines as you have subscribers. Now, the question was, "Are we willing to operate at the average?" No, there'd be too many cases of a subscriber not getting a dial tone. So how many lines should you provide? That took statistical analysis. They took data: What's the rate of busyness day by day, hour by hour? Based on that, they identified when the traffic was busiest, how many lines that required, and that enabled them to make a managerial judgment as to how many trunk lines to provide. That was the earliest application of statistics in the Bell System.朱蘭：統計方法在品質中的應用日期，可回溯於貝爾系統1903年所面對的設計其電話總機問題。用戶把電話從聽筒架移開，在聽到嘟嘟的撥號音時，這表示他已經連接上電話總機。問題是，”你需要多少線路？”理論上，每單一用戶可在取得他（她）通話器時就開始使用它。所以你需要一條可供每個客戶使用的線路。事實上，客戶不會做任何種事。在同一時間使用它的百分比很少，所以你需要的只是是平均數，有多少用戶就有多少線路的比例很低。現在問題是，我們願意在平均數上面運作嗎？不，沒有收到撥號聲的客戶也有很多。所以，到底你要提供多少條線路？這就需要統計分析了。他們抓取數據：每日、每小時的線路繁忙時段的比例為何？基於上述，他們確定了最繁忙的時段，需要多少線路；同時也使他們能做出符合管理原則的判斷：需要提出多少幹線？這是貝爾公司內最早應用統計的情況。Bell Labs thought that these tools might have application in the factory. In 1926 a delegation from the Bell Labs came to Western Electric's Hawthorne factory, where I was employed as a young engineer. They met with the chief inspector and some of his people. They formed a joint committee on inspection, statistics and economy, and they agreed to meet a couple of times per year.貝爾實驗室認為這些工具可以應用在工廠中。1926年貝爾實驗室派來一個代表團到西方電氣的Hawthorne工廠，當時我受僱充任年輕的工程師。他們與檢驗領班以及他的一些成員見面。他們成立了檢驗、統計與經濟聯合委員會，並同意每年會面幾次。The head guys in Western Electric soon discovered that nobody in the place knew anything about statistics, so they brought in a professor from the University of Chicago to give a course. About 20 managers and engineers attended that course, and I was one of those engineers. Then to help the committee in dealing with the statistics, they set up a little department with a boss and two engineers called the inspection statistical department. I was one of those engineers. As the committee met and got into scientific sampling, they soon discovered the control chart, which was an invention of one of the Bell Labs' mathematicians, Walter Shewhart. Although he was a brilliant mathematician, he had a limitation: His knowledge of the factory was nil. He was a very poor communicator as far as lay people were concerned. He needed an interpreter, so I was asked to pilot him around the factory.西方電氣的領隊很快發現，在這場所沒有人瞭解統計。所以他們請了一位芝加哥大學的教授來授課，包括我在內大約有20名經理與工程師參加，然後協助委員會處理統計問題。他們設置了一個主管兩個工程師的小部門，稱為「檢驗統計部」，而我是其中工程師之一。當委員會碰面進行科學抽樣，他們不久就發現了由貝爾實驗室的一位數學家Walter Shewhart所發明的「管制圖」。雖然他是一位極優異的數學家，但有侷限；他完全沒有工廠方面的知識。對外行人而言，他是個非常差勁的溝通者。因為他需要一個解說員，所以我便被要求領著他看工廠。I had the job of selling some of this stuff to the inspection supervisors, but I very seldom made a sale. They had empirical ways and they stuck to them. So there was almost a state of dormancy there until World War II. At that time, the War Production Board, whose job was to harness the civilian economy to the military machine, set up a department to help improve quality in the military. As luck would have it, they appointed two professors to head that department. They concluded that in order to improve quality, we should teach the factories statistics.我有推銷一些東西給檢驗領斑的任務，但我賣得非常少。他們有自己的經驗法則，而且信守這些法則，因此直到二次大戰都處於休眠狀態。當時，負責為利用民間經濟到軍事機器上的「戰時生產委員會」，成立了一個幫助改進軍品品質的部門。幸運之神眷戀，他們指定了兩位教授領導該部門。他們的結論是，為了改善品質，我們應該教導工廠統計學。Eugene Grant of Stanford University went around the country giving these courses for free. A lot of companies sent their young engineers. Now, these courses didn't affect who won the War, but they had a tremendous effect on the people who attended those courses. They were meeting people from other companies for the first time in their lives. It was wonderful to be able to exchange information. They formed a bunch of quality societies in different cities around the country. Those finally became the ASQ. They created a journal that at the outset contained nothing but statistics. It took a longtime for the idea that managing for quality is the important thing, and statistics is a part of that. They resisted that. To them, statistics was everything. Ed Deming went to his grave believing statistics is everything. If you make use of statistics, everything gets resolved. Of course, he never managed anything. He didn't know about managing.史丹佛大學的Eugene Grant免費全國巡迴授課，許多公司都派遣了年輕工程師參與。現在，這些課程並未影響到戰勝者，但對參加課程的人產生了巨大的影響。他們有生以來第一次與其他公司的成員一起開會：能夠互換資訊是件美好的事情。他們在美國各地成立了一個個社團，這些社團後來成為「美國品質學會」。他們創設期刊，最初除了統計什麼都沒有。「管理品質是件很重要的事情，而統計只是其中一部分」的想法，是花了一段很長的時間才形成的。他們抗拒它，對他們而言，統計是全部。直到戴明過世前，他都相信「統計是全部」；如果你使用統計，每件事情都能搞定。當然，他從未管理過任何事情，他不瞭解管理。QD: Obviously, you've achieved tremendous success in your lifetime. To what do you attribute that success and your drive for achievement?QD：很明顯，在您的生命中，您已獲得了巨大的成就。是什麼造成您的成就？而它是受到什麼樣的驅使？Juran: I'm surprised that it happened. I've kept a pretty low profile. I keep the publicity people at the Juran Institute on a pretty short leash. I don't like flamboyant statements about myself. I started out like any other recruit in a big company. I was recruited out of engineering school, I did some useful things for my bosses and I got promoted. That was a mistake. They took a pretty good analyst and made a lousy manager out of him. At the end, I found that my weaknesses in human relations had caught up with me, and I was finished. I knew I wasn't going to go any higher in theorganization.朱蘭：我很驚訝這竟然發生了。我一直保持著低姿態。我嚴格管制朱蘭學院的文宣人員。我不喜歡大肆張揚我自己。我像其他公司的任何新進員工一樣起步，從工程學校畢業後被雇用，我做了一些對老闆有利的工作並獲得晉升，那是一個錯誤。他們有一個非常好的分析師，卻由他造出一個差勁的經理。最後，我發現我在人際關係方面的缺點一直跟著我，我幹不下去了，我知道在組織裡面我將無法得到更高的職位。When World War II came along, I was appointed the assistant lend lease administrator for the Foreign Economic Administration. 當二次大戰開始，我被指派為國外經濟管理局的助理租賃行政官。At the end of the War, I had to figure out what I was going to do. I realized I had gotten to be kind of a misfit in these big bureaucracies, and I opted to become a freelance consultant. I wanted to be more than a consultant: research, consult, philosophize, write, lecture, the works. Of course, there wasn't any ready-made job like that. I had to piece one together, and it worked out wonderfully.戰爭結束時，我必須為未來將做些什麼有所打算。我知道我並不合適待在這些大官僚體系中，我選擇 成為一個不受拘束的顧問。我要作得比顧問更多：研究、諮詢、哲學性論述、寫作、講課、著作等。當然，並未有任何現成的工作，是如此組合的。我必須將其拼湊起來，而它竟產生了美妙的結果。I also had an urge to write. It was an itch I had for a long time. So I wrote a great deal. Every month I wrote articles for the journals of the ASQ, the American Management Association and others. Those were read by a lot of people. Also, while I contemplated making that change, I had in mind preparing a comprehensive work on the subject, which came to be known as the Quality Control Handbook, which is now in its fifth edition. That brought me to the attention of a lot of people in the field. So one thing seemed to follow another. In fact, at the time I became a freelance individual, I didn't want any kind of organization. I didn't want to be a boss, and Ididn't want to be a subordinate. Things seemed to grow naturally. All of those medals and honors were just byproducts of that.我也有寫作的衝動。因為長久以來我一直手癢，所以我大量寫作。我每月都為美國品質學會、美國管理學會以及其他刊物寫文章，有很多人會讀他們。同樣地，當我盤算做些改變時，我心目中早已準備一個包含甚廣的著作主題，後來成為眾所周知的品質管制手冊，到今天已經是第5版了。它使我在品質領域中引起廣泛的注意，於是事情接踵而來。事實上，當時我已是個別的自由作家；我不需要任何組織。我也不當老闆，我也不做伙計，事情似乎都自然成長，所有的勳章與榮耀都只是它的副產品罷了。QD: Which of your achievements are you the most proud of?QD：這些成就中，您最感到驕傲的是什麼？Juran: I'd be pretty hard put to answer that. I am not even sure that I am proud. I am an immigrant, and I came from a pretty impoverished family. I lived in a neighborhood where everyone else was poor. Your outlook is very different when you start out that way. My goal in going into higher education was just getting away from all of that. I discovered in all the different jobs I held in those days that the employers favored someone who was going for an education. It seemed to be the passkey to getting out of poverty. You learn some pretty useful habits if you have to live in thosecircumstances. You're not afraid of long hours or hard work.朱蘭：這問題不好回答。我甚至不確定我有所自豪。我是個移民，來自於一個貧困的家庭。我的周遭鄰居都很窮。在這種環境下成長，你的看事情的觀點會很不一樣。我要受到更高等教育的目標只是要跳脫這一切。我發現往日我所從事的任何行業，雇主都想要聘用受過教育；這看來是脫離貧困的一把鑰匙。如果必須在這種環境下生活，你會養成很多有用的習慣。你不會害怕長時間或者辛苦工作。
QD: What advice would you give to someone just starting out in quality today?QD:對於今日有志於從事品質工作者，您有什麼忠告？Juran: I would start out by saying, "Are you lucky!" Because I think the best is yet to be. In this current century, we are going to see a lot of growth in quality because the scope has expanded so much. We used to think that it was a factory problem. No more. It has expanded from the factory to the offices to the warehouses and away from manufacturing to all the other industries, including the giants: health care, education and government.朱蘭：我想先說：「你們很幸運！」我認為最好的即將來到。在本世紀，我們將因為品質範疇的大肆擴展而看到它成長茁壯。以前我們習慣於認為「品質」是工廠的問題。這將不再！它已經從工廠到辦公室，再到倉庫、已離開製造而擴張到所有其他行業，包括行業中巨人，諸如：醫療、教育及政府。
Juran: They did a whole series of things. The top people took charge of quality, which was pretty unusual. They undertook to train the entire hierarchy in how to manage quality, which requires a lot of training. They opened up the business plan to include goals for quality, which was unprecedented. One of those goals was to get quality improvement every year, year after year, at a revolutionary pace. The rest of the world was improving quality at an evolutionary pace. These lines crossed, in my estimate, somewhere around 1970. 朱蘭：他們進行了一連串的動作。高層負責品質，那是相當不平常的事。他們著手訓練組織內各層級所有人「如何管理品質」；他們破天荒地將「品質目標」放在營運計畫內。那些目標之一是，年復一年以革命的腳步改進品質。而全球其他國家卻以演進的腳步，改進品質的階段。我個人推算，這些腳步成長線約在1970年代交會。They then went beyond the revolutionary approach to improvement. They didsomething else that nobody in the West has managed to do: They made it possible for the workforce to participate in improvement through something called "QC Circles."他們接著以更超越革命的方式進行改進。他們做了一些西方未曾設法做過的事情：他們藉著所謂「品管圈」，使得工作人員參與改進活動成為可能。QD: After decades of improvement, why is the quality of U.S. products and services below that of the Japanese?QD：經過數十年的改進後，為何美國產品與服務品質會位居日本之下？Juran: With relatively few exceptions, the United States is still below the Japanese as far as quality is concerned. In fact, that's true for the West, generally. Why? We have a lot of know-how about how to achieve high quality. We even have a few role-model companies that did the same thing in pretty much the same way. The approach is common for all the successful companies.朱蘭：在少有的例外情況下，美國目前在品質方面的水準仍舊低於日本。事實上，就西方而言，一般說來也是如此，為什麼？我們有許多達成高品質的技術。我們甚至有一些模範企業也用非常相同的方法，做同樣的事，這種方式對所有成功的公司而言，是常見的。We have a strange situation: We know how to do it, but our companies don't do it. Here are some of my theories why they don't: A lot of companies have tried to improve quality, and it didn't work. They listened to consultants and spent a lot of time trying things out. Most of the time was spent learning what not to do, what doesn't work. So a lot of companies gave up. Bear in mind, mediocre quality is still saleable. People want the services that new products bring. They buy them and take the chance that they are not going to get a lemon.但我們有個奇怪的情形：我們知道怎麼做，但我們的公司卻不做。以下是我對他們為什麼不做的推測：許多公司都嘗試改進品質，卻多未成功。他們聽從顧問，而且花下大量的時間去嘗試。但大多數的時間都花在學習「什麼不要做」、「什麼不管用」。所以許多公司放棄了。記住，一般水平品質的產品仍舊可以賣出去。人們需要新產品帶來的服務。他們購買物品，也承擔了他們會買到無價值品的風險。A lot of companies think that their businesses are different. They are different; they have different technology, different markets, different culture and so on. But I found when I got into consulting many years ago that every one of those different companies had common quality problems. To diagnose those problems, I used certain diagnostic tools. To find remedies, I used certain remedial tools. To hold the gains, I used certain common control tools. I was going through the same sequence of events in companyafter company, even though they were certainly different. So there is a body of know-how there that is common and heading toward a science of managing for quality.許多公司都認為他們的事業是不一樣的。他們是不一樣的，他們有不同的技術，不同的市場、不同的文化等等。但是許多年前當我擔任顧問時，我發現不同的公司卻有相同的品質問題。為了診斷這些問題，我運用了一些診斷工具。為了找到救治方法，我採取了某些救治工具。為了掌握收益，我使用了某些常見的管制工具。在一家又一家的公司裡，雖然他們是相當不同，我遇到一連串的事件卻相同，所以會有一套普通技術並冠以管理品質之科學的名稱。A lot of companies believe that getting certified to ISO 9001 solves their quality problems. That simply is not true. ISO 9001 has some value in trying to minimize the number of assessments that are made. But the ISO 9000 series was pitched at a mediocre level. The various ingredients that the Japanese did differently are not a part of ISO 9000. We've been taken in by the standardization people coming up with a standard that's not at the excellence level but at the mediocre level. That's inherent in the way standards are set. There has to be a consensus. The different members fromcompanies of different standardization bodies are not going to agree to standards that their companies are not able to meet. They are starting to change the standards, but that's at a glacial pace. It takes a long time to change an international standard.很多公司相信通過ISO9001就能夠解決他們的品質問題。那是完全不對的。ISO9001在試圖縮小評鑑數上有其價值。但ISO9000系列被定位在一般水平。日本所採取的不同作法當中，其多樣化的組成並非ISO9000的一部分。我們已經接受標準化的人所提出並不卓越的一般水平，那是依固有方式所設立的標準，一定要有此共識。來自不同標準化機構中不同公司的不同會員，是不會同意有他們公司無法達到的標準存在。他們開始改變標準，但卻舉步惟艱，因為改變國際性的標準是要花上一段相當長的時間的。Some people think that higher quality costs more. That confusion exists in many different companies. The word "quality" has two very different meanings: One meaning is the features of the product that enable it to sell. There, higher quality generally costs more. It takes more product research, more product development and so on. People don't even call it a cost; they call it an investment, which will bring back higher returns. That's quality on the marketing side or the income side.有些人認為較高品質會使成本增加，許多不同的公司都有這種困惑。「品質」一詞就有兩種非常不同的意義：其一是能夠使產品賣出去的特性；這方面一般說來，品質愈高成本也愈高，因為它需要從事更多的產品研究，更多的產品開發，等等。人們甚至不稱它為成本，他們稱它為：一種可帶來更高回報的「投資」。此即為市場面或獲利面的「品質」。Quality on the cost side is quite different. The cost of failure, the internal failures--scrap, rework, slow deliveries, failure to deliver on time--and the external failures--field failures, lawsuits, safety problems. 成本面的品質則非常不同。失敗成本：內部失敗成本如廢品、重工、交期緩慢、不準時交貨，以及外部失敗成本如現場失效、訴訟、安全問題。A lot of CEOs believe that they are too busy to lead the quality charge, and so they delegate it. That hasn't worked very well. Leadership by the top people is an essential ingredient in getting out of that steep slope.許多企業總裁都認為他們過於忙碌而無法主導品質；所以他們授權，這並沒有太好的效果。高階領導是跳脫這項困難品質成本問題的最重要因素。QD: You talked about ISO 9000. Are you surprised by its success and widespread acceptance?QD：您談到ISO9000，你會為它的成功與被普遍接受而驚訝嗎？Juran: I was astonished that it took off like it did. I am still surprised. I must say that there are indications that the people who are paying for those assessments are getting fed up. I remember in my astonishment I used to ask companies: "What are you going into this for? What you're doing is already much stricter than the criteria that are set out in ISO 9000." The answer was: "We know that. But we don't think, from a marketing standpoint, that we can be in a position where our competitor is certified and we are not. We'd be at a marketing disadvantage." 對於它的如此快速成長的確令我驚訝，我仍然深感意外。我必須說，有些付費做這些評鑑人，已顯現出逐漸厭煩的情形。還記得在驚訝中，我通常會問公司：「你為什麼要做ISO？你現在所做的比ISO9000所設定標準的還要嚴格許多。」答案是：「我們知道。但從市場觀點而言，我們不認為我們能夠處在一個競爭對手獲得認證而我們沒有獲得認證的地位，這樣會對我的行銷不利。」There was a stampede that started out with Admiral D.G. Spickernell, the head of the British Standards Institution. He persuaded the British military to use the defense standard in assessing defense contractors. The standards organization urged the standard on civilian buyers. It was all voluntary; there was no compulsion to be certified. That began to take hold and be strongly propagandized by the standards organization. And then, little by little, whoever got themselves certified advertised the fact that they were certified. The public didn't realize that they were being certified to a mediocre standard. The idea that the standard was pitched at a mediocre level has never been properly brought out. 英國標準局長Admiral D.G. Spickernell啟動了一件大事。他說服了英國軍方使用防衛標準來評鑑國防事業的合約商。標準組織極力主張民間購買者採用標準，而這全都是自願的，標準組織開始掌握與廣為宣傳時，並未做強制性驗證。之後，漸漸地，得到認證的人就會去宣傳他們已經得到驗證。一般大眾並不知道他們得到的只是一般水平標準的驗證。將標準定調在一般水平的想法，從未能適當地呈現。QD: Do you think that ISO 9000 has actually hindered the quality movement?QD：您認為ISO9000事實上妨礙了品質運動？Juran: Of course it has. Instead of going after improvement at revolutionary rate, people were stampeded into going after ISO 9000, and they locked themselves into a mediocre standard. A lot of damage was, and is, being done.朱蘭：當然是的。不以革命的速率追求改進，人們執著於追求ISO9000；並將自己鎖定一般水平標準。造成以往許多損失，而且如今持續出現。QD: What do you think of Six Sigma?QD：您對六標準差的看法如何？Juran: From what I've seen of it, it's a basic version of quality improvement. There is nothing new there. It includes what we used to call facilitators. They've adopted more flamboyant terms, like belts with different colors. I think that concept has merit to set apart, to create specialists who can be very helpful. Again, that's not a new idea. TheAmerican Society for Quality long ago established certificates, such as for reliability engineers. Right now there are more than 100,000 certificates issued by ASQ.朱蘭：就我所見，這是品質改進的基本說法，並無新意。它包括了我們所謂的輔導員。他們採用了更炫的名詞，像具有不同顏色的帶。我認為這概念值得單獨提出，創造一些非常有用專家。再說一次，那並非新主意。美國品質學會早就建立了證書制，如可靠度工程師。現在經美國品質學會頒發的證書，已超過10萬人。Most people don't even understand what Six Sigma means. It is a goal. A goal of very few defects, down to defects per million. We used to think in terms of percent defective. For example, 1 percent defective is 10,000 defects per million units, a far cry from three or four. Basically, the concept is perfectly good, but there is nothing new.多數人甚至不了解六個標準差所指為何。它係指一個目標。一個疵病非常少，少到以百萬為單位的目標。我們習慣以疵病百分數來思考。例如，百分之一的疵病係指每一百萬單位中有一萬個缺點；對三或四個而言，距離是差得很多。基本上，此概念相當好，但沒什麼新意。It originally started with Bob Galvin, the former CEO of Motorola and a veryardent pursuer of excellence in quality. Some years ago, he gave his organization the job of improving quality and reducing the defect level by an order of magnitude. Now, to reduce it from a few percent defective to three per million, that's four orders of magnitude.它最初由由熱切追求卓越品質的摩托羅拉前總裁Bob Galvin開始，若干年前，他給了他組織改進品質與以階乘為準的降低疵病水準的工作，現在，從幾個疵病百分數降到每百萬分之三，這是第四階乘。
The name Six Sigma comes from a measure of what we call process capability,measuring the inherent uniformity of the process. One of the things that is inherent in tools used to achieve improvement under the label of Six Sigma is the concept of process capability. Now, to my knowledge, that concept of process capability goes back to 1926, when I was a young engineer at Western Electric. I got into a problem, and I ended up discovering that every process can be quantified in terms of its inherent uniformity. That can be compared with the tolerance limits to see whether the process is up to doing the job. In addition, you can also see whether the process is capable but is being misdirected. I am the inventor, if not the reinventor, of thatconcept.六標準差之名來自我們所謂的製程能力量測，量測製程中固有的一致性。在達成六個標準差改進的標記下，常用的固有工具之一是，製程能力的概念。此時，就我所知，這製程能力可回溯到1926年，當時我是西方電氣的一個年輕工程師。我遇到個問題，而我因為發現每一製程都可依其固有的一致性予以量化，進而解決了問題。這可以和允收界限相比，看製程是否可承擔工作。此外，你同時可以看到製程是否有能力，但是被誤導了。如果不是再創者，我是這個觀念的發明者。QD: There is a lot of marketing hype around Six Sigma, just as there was with ISO 9000. How do you feel about that?QD：有許多行銷到處大肆宣傳六個標準差，就如ISO9000一樣。您對此有感覺如何？Juran: I am in favor of improving quality by whatever means. Right now, I think that what has really caused the spread of Six Sigma is GE. They went into quality improvement, urged, I think, by what Bob Galvin had done at Motorola. Jack Welch personally went into this. Then he went public with the results to huge acclaim and huge savings running into the billions of dollars. That got a lot of press and was pretty hard to ignore.朱蘭：我贊成用各種方法來改進品質。目前，我認為真正將六標準差發揚光大的是通用電器公司（GE）。他們強烈要求從事品質改進，我認為Jack Welch是受到Bob Galvin在摩托羅拉所做所做的影響，他採取同樣方式。然後，他將節省數十億美元與巨大的喜悅與成果公諸於世。這就吸引了許多新聞媒體的青睞，要想忽視它都很難。I don't like the hype, and I don't think the hype is going to last. Something that is as successful as the improvement process gets label after label after label. Those labels come and go, but the basic concept stays. There will be some marketer that finds a new label, finds a way to make that a fad and off he'll go, doing the same thing we did before under a new label. 我不喜歡這種大肆宣傳的做法，但而且我也不認為這種大肆宣傳的做法會長久存在。某些像改進過程成功的事情，一次又一次地得到標誌，這些標誌來來去去，但基本概念卻不會變動。總會有些找到新標籤的市場商人，找到蔚為風尚的方法，在新標籤下作我們過去所做的事情，一旦退燒他就走人。QD: You were very involved with the development of statistical methodology in quality. Can you tell us about the development of statistics in quality?QD：您曾在開發統計方法用於品質方面投入大量精力。您能談談統計在品質中的發展嗎？Juran: The use of statistical methods in quality dates back to 1903, when the Bell System faced a problem designing its central offices. A subscriber takes the phone off the hook and gets a dial tone. That means he's connected to a line that goes to the central office. The question was, "How many of those lines do you need?" Theoretically, every single subscriber could take his or her instrument and start to use it, so you'd need a line for every subscriber. Actually, subscribers don't do any such thing. Only a few percent at one time are using it. So you need on average only a few percent as many lines as you have subscribers. Now, the question was, "Are we willing to operate at the average?" No, there'd be too many cases of a subscriber not getting a dial tone. So how many lines should you provide? That took statistical analysis. They took data: What's the rate of busyness day by day, hour by hour? Based on that, they identified when the traffic was busiest, how many lines that required, and that enabled them to make a managerial judgment as to how many trunk lines to provide. That was the earliest application of statistics in the Bell System.朱蘭：統計方法在品質中的應用日期，可回溯於貝爾系統1903年所面對的設計其電話總機問題。用戶把電話從聽筒架移開，在聽到嘟嘟的撥號音時，這表示他已經連接上電話總機。問題是，”你需要多少線路？”理論上，每單一用戶可在取得他（她）通話器時就開始使用它。所以你需要一條可供每個客戶使用的線路。事實上，客戶不會做任何種事。在同一時間使用它的百分比很少，所以你需要的只是是平均數，有多少用戶就有多少線路的比例很低。現在問題是，我們願意在平均數上面運作嗎？不，沒有收到撥號聲的客戶也有很多。所以，到底你要提供多少條線路？這就需要統計分析了。他們抓取數據：每日、每小時的線路繁忙時段的比例為何？基於上述，他們確定了最繁忙的時段，需要多少線路；同時也使他們能做出符合管理原則的判斷：需要提出多少幹線？這是貝爾公司內最早應用統計的情況。Bell Labs thought that these tools might have application in the factory. In 1926 a delegation from the Bell Labs came to Western Electric's Hawthorne factory, where I was employed as a young engineer. They met with the chief inspector and some of his people. They formed a joint committee on inspection, statistics and economy, and they agreed to meet a couple of times per year.貝爾實驗室認為這些工具可以應用在工廠中。1926年貝爾實驗室派來一個代表團到西方電氣的Hawthorne工廠，當時我受僱充任年輕的工程師。他們與檢驗領班以及他的一些成員見面。他們成立了檢驗、統計與經濟聯合委員會，並同意每年會面幾次。The head guys in Western Electric soon discovered that nobody in the place knew anything about statistics, so they brought in a professor from the University of Chicago to give a course. About 20 managers and engineers attended that course, and I was one of those engineers. Then to help the committee in dealing with the statistics, they set up a little department with a boss and two engineers called the inspection statistical department. I was one of those engineers. As the committee met and got into scientific sampling, they soon discovered the control chart, which was an invention of one of the Bell Labs' mathematicians, Walter Shewhart. Although he was a brilliant mathematician, he had a limitation: His knowledge of the factory was nil. He was a very poor communicator as far as lay people were concerned. He needed an interpreter, so I was asked to pilot him around the factory.西方電氣的領隊很快發現，在這場所沒有人瞭解統計。所以他們請了一位芝加哥大學的教授來授課，包括我在內大約有20名經理與工程師參加，然後協助委員會處理統計問題。他們設置了一個主管兩個工程師的小部門，稱為「檢驗統計部」，而我是其中工程師之一。當委員會碰面進行科學抽樣，他們不久就發現了由貝爾實驗室的一位數學家Walter Shewhart所發明的「管制圖」。雖然他是一位極優異的數學家，但有侷限；他完全沒有工廠方面的知識。對外行人而言，他是個非常差勁的溝通者。因為他需要一個解說員，所以我便被要求領著他看工廠。I had the job of selling some of this stuff to the inspection supervisors, but I very seldom made a sale. They had empirical ways and they stuck to them. So there was almost a state of dormancy there until World War II. At that time, the War Production Board, whose job was to harness the civilian economy to the military machine, set up a department to help improve quality in the military. As luck would have it, they appointed two professors to head that department. They concluded that in order to improve quality, we should teach the factories statistics.我有推銷一些東西給檢驗領斑的任務，但我賣得非常少。他們有自己的經驗法則，而且信守這些法則，因此直到二次大戰都處於休眠狀態。當時，負責為利用民間經濟到軍事機器上的「戰時生產委員會」，成立了一個幫助改進軍品品質的部門。幸運之神眷戀，他們指定了兩位教授領導該部門。他們的結論是，為了改善品質，我們應該教導工廠統計學。Eugene Grant of Stanford University went around the country giving these courses for free. A lot of companies sent their young engineers. Now, these courses didn't affect who won the War, but they had a tremendous effect on the people who attended those courses. They were meeting people from other companies for the first time in their lives. It was wonderful to be able to exchange information. They formed a bunch of quality societies in different cities around the country. Those finally became the ASQ. They created a journal that at the outset contained nothing but statistics. It took a longtime for the idea that managing for quality is the important thing, and statistics is a part of that. They resisted that. To them, statistics was everything. Ed Deming went to his grave believing statistics is everything. If you make use of statistics, everything gets resolved. Of course, he never managed anything. He didn't know about managing.史丹佛大學的Eugene Grant免費全國巡迴授課，許多公司都派遣了年輕工程師參與。現在，這些課程並未影響到戰勝者，但對參加課程的人產生了巨大的影響。他們有生以來第一次與其他公司的成員一起開會：能夠互換資訊是件美好的事情。他們在美國各地成立了一個個社團，這些社團後來成為「美國品質學會」。他們創設期刊，最初除了統計什麼都沒有。「管理品質是件很重要的事情，而統計只是其中一部分」的想法，是花了一段很長的時間才形成的。他們抗拒它，對他們而言，統計是全部。直到戴明過世前，他都相信「統計是全部」；如果你使用統計，每件事情都能搞定。當然，他從未管理過任何事情，他不瞭解管理。QD: Obviously, you've achieved tremendous success in your lifetime. To what do you attribute that success and your drive for achievement?QD：很明顯，在您的生命中，您已獲得了巨大的成就。是什麼造成您的成就？而它是受到什麼樣的驅使？Juran: I'm surprised that it happened. I've kept a pretty low profile. I keep the publicity people at the Juran Institute on a pretty short leash. I don't like flamboyant statements about myself. I started out like any other recruit in a big company. I was recruited out of engineering school, I did some useful things for my bosses and I got promoted. That was a mistake. They took a pretty good analyst and made a lousy manager out of him. At the end, I found that my weaknesses in human relations had caught up with me, and I was finished. I knew I wasn't going to go any higher in theorganization.朱蘭：我很驚訝這竟然發生了。我一直保持著低姿態。我嚴格管制朱蘭學院的文宣人員。我不喜歡大肆張揚我自己。我像其他公司的任何新進員工一樣起步，從工程學校畢業後被雇用，我做了一些對老闆有利的工作並獲得晉升，那是一個錯誤。他們有一個非常好的分析師，卻由他造出一個差勁的經理。最後，我發現我在人際關係方面的缺點一直跟著我，我幹不下去了，我知道在組織裡面我將無法得到更高的職位。When World War II came along, I was appointed the assistant lend lease administrator for the Foreign Economic Administration. 當二次大戰開始，我被指派為國外經濟管理局的助理租賃行政官。At the end of the War, I had to figure out what I was going to do. I realized I had gotten to be kind of a misfit in these big bureaucracies, and I opted to become a freelance consultant. I wanted to be more than a consultant: research, consult, philosophize, write, lecture, the works. Of course, there wasn't any ready-made job like that. I had to piece one together, and it worked out wonderfully.戰爭結束時，我必須為未來將做些什麼有所打算。我知道我並不合適待在這些大官僚體系中，我選擇 成為一個不受拘束的顧問。我要作得比顧問更多：研究、諮詢、哲學性論述、寫作、講課、著作等。當然，並未有任何現成的工作，是如此組合的。我必須將其拼湊起來，而它竟產生了美妙的結果。I also had an urge to write. It was an itch I had for a long time. So I wrote a great deal. Every month I wrote articles for the journals of the ASQ, the American Management Association and others. Those were read by a lot of people. Also, while I contemplated making that change, I had in mind preparing a comprehensive work on the subject, which came to be known as the Quality Control Handbook, which is now in its fifth edition. That brought me to the attention of a lot of people in the field. So one thing seemed to follow another. In fact, at the time I became a freelance individual, I didn't want any kind of organization. I didn't want to be a boss, and Ididn't want to be a subordinate. Things seemed to grow naturally. All of those medals and honors were just byproducts of that.我也有寫作的衝動。因為長久以來我一直手癢，所以我大量寫作。我每月都為美國品質學會、美國管理學會以及其他刊物寫文章，有很多人會讀他們。同樣地，當我盤算做些改變時，我心目中早已準備一個包含甚廣的著作主題，後來成為眾所周知的品質管制手冊，到今天已經是第5版了。它使我在品質領域中引起廣泛的注意，於是事情接踵而來。事實上，當時我已是個別的自由作家；我不需要任何組織。我也不當老闆，我也不做伙計，事情似乎都自然成長，所有的勳章與榮耀都只是它的副產品罷了。QD: Which of your achievements are you the most proud of?QD：這些成就中，您最感到驕傲的是什麼？Juran: I'd be pretty hard put to answer that. I am not even sure that I am proud. I am an immigrant, and I came from a pretty impoverished family. I lived in a neighborhood where everyone else was poor. Your outlook is very different when you start out that way. My goal in going into higher education was just getting away from all of that. I discovered in all the different jobs I held in those days that the employers favored someone who was going for an education. It seemed to be the passkey to getting out of poverty. You learn some pretty useful habits if you have to live in thosecircumstances. You're not afraid of long hours or hard work.朱蘭：這問題不好回答。我甚至不確定我有所自豪。我是個移民，來自於一個貧困的家庭。我的周遭鄰居都很窮。在這種環境下成長，你的看事情的觀點會很不一樣。我要受到更高等教育的目標只是要跳脫這一切。我發現往日我所從事的任何行業，雇主都想要聘用受過教育；這看來是脫離貧困的一把鑰匙。如果必須在這種環境下生活，你會養成很多有用的習慣。你不會害怕長時間或者辛苦工作。
QD: What advice would you give to someone just starting out in quality today?QD:對於今日有志於從事品質工作者，您有什麼忠告？Juran: I would start out by saying, "Are you lucky!" Because I think the best is yet to be. In this current century, we are going to see a lot of growth in quality because the scope has expanded so much. We used to think that it was a factory problem. No more. It has expanded from the factory to the offices to the warehouses and away from manufacturing to all the other industries, including the giants: health care, education and government.朱蘭：我想先說：「你們很幸運！」我認為最好的即將來到。在本世紀，我們將因為品質範疇的大肆擴展而看到它成長茁壯。以前我們習慣於認為「品質」是工廠的問題。這將不再！它已經從工廠到辦公室，再到倉庫、已離開製造而擴張到所有其他行業，包括行業中巨人，諸如：醫療、教育及政府。
posted by lingf at 8:07 AM
0 Comments:
Post a Comment
<< Home