看到公务员行政能力测试题，偶脑壳晕，其中有道题目“现在是下午2点，请问时针和分钟下一个重叠的时间是几点几分？”

读书时我就不学五术，一看题目就烦闷，估计中午吃得太饱，脑袋供血不足转不动。

看着偶们部门的susan MM 穿个“咔咔”响高跟鞋快乐的转悠，偶顿时提高了嗓门“Susan，给你做一道题，现在是是2:45分，”我看了看手表，“请问时针和分针下一个重叠的时间是几点几分啊？”

嘿，不单Susan对这个题目有兴趣，嘀嘀咕咕抱怨产品的几个QE同学也参与了探讨。好吧，你们做题，我也不知道答案，我也不想去知道答案，我继续去看偶的文章。

他们几位有事做了，兴高采烈的讨论着，比划着，甚至为答案争论了起来。

十几分钟后，一个QE GG高调的喊了起来，说出了答案，应该是3点16左右？“你是怎么算出来的？说说看。”我不关心结果，想了解方法，我也知道分针每走60格，时针走5格，这是个赛跑的问题。QE GG竟然告诉我，他是估算出来的，通过画图想出了来的.....我不太满意，我需要方法。最后QE GG急了，方法是回家买个闹钟，调动试试，记录下他们重叠的时间，不就那么几次重叠的机会嘛，记下来呗。

我看到Susan MM静静在一边计算，我走了过去，想给她分享QE GG最笨的思路，嘿嘿，Susan竟然躲了起来，显然不想喔打扰她得钻研。
一个多小时过去了，Susan突然开心的跑过来，挥舞着一张写得密密麻麻的A4纸，“我知道方法了，我有公式了，T+60/11*T就是公式，我套用了都正确！！！”

哇，办公室又热闹了起来，大家验证这Susan的方法。

我在想，我们时常强调标准化，Susan最求的就是我们所谓的标准化，而注重实际的QE呢就强调直接结果，大家的思路和关注点都不一样，方法不同，结果一样。

嘿，发现自己越来越笨了，脑壳生锈了。 收起阅读 »

因工作的关系，经常会接触供应商的业务、总经理、技术，除了正常的工作内容交流之外，会提到一些工作以外的话题，比较多的是：“做你们公司的生意真的是没钱赚，而原先进行报价的时候原材料价格已经上涨，已经没有利润空间”，特别要提到A公司，与A公司接触的时间是最长的，A公司从上到下的人，都会跟你谈成本，谈没有钱赚，现在想来,这是A公司对外营销或沟通的策略，特别是对于非采购人员，这种策略会在无形中慢慢的影响到你的潜意识，影响到你对供应商的一些决策，比如，在设计方案选择，方案的选择会倾向于有利于供应商成本降低的方案，因为供应商说这种方案最容易节省成本，可以少开模具，客户方的设计工程师认为，好的设计时要考虑方案的，而事实上最节省成本的方案是不是为最优方案，就不得而知。供应商的谎言，给你设置了很多的陷阱，并且当你掉进陷阱里面去之后，你反而去感谢供应商，幸运的和机警的人能够在后来之时发现，但是给自己留下了遗憾。
作为客户方的我们怎么去做？
当你与供应商接触的时候，双方都被赋予了不同的角色和任务，都是代表着公司的利益，所有的立场都是站在公司的角度，而这点是最重要的，所谓立场决定成败，很多人就是在立场不坚定的时候被供应商所打败，所以要不败，必须知道自己的立场是什么？而这个立场的获得源于公司不断培训和价值观宣贯的结果，不是自己所认为的想当然的立场，因为很有可能自己想当然的立场就是站在供应商的立场上。
供应商常见的谎言及应对对策：
1、有时间节点性的工作，供应商会答应你在某个时间节点会把你要的东西交给你，但是当到了节点时，供应商十有八九会有各种理由说交不了，剩下的只有你气愤和无奈的份，向供应商高一层人员抱怨，然后等着供应商再向你许诺新的节点。其实这种情况的发生，双方都是有责任的，那怎么做呢，才能避免：
1-1、与供应商做到有节奏的追踪，让供应商知道，我会一直在关注过程。千万不要等到那个节点去追踪，到时等待你的结果只有一个，没有完成。
1-2、与供应商任何有结论的交谈，都要形成记录，并且供应商一定要签字确认，记录在双方处都有存档。
2、供应商提到的任何有关成本和利率（统称为钱）的问题，应立即打住，并向供应商阐明：TMD你赚不赚钱关我屁事,你赚不赚钱是你自己经营的本事,跟我们现在所谈的事情和业务一毛钱关系也没有，以后也不想听到你提有关于钱的任何一个问题。
3、在检讨问题改善对策，书面上所承诺的对策与供应商实际操作的对策通常是有出入的，当你发现之后，供应商有各种理由等着你去听。作为客户方唯一要做的是，对策的实施一定要有跟踪，最好是现场的确认，若发现有不一致的地方，一定要坚持立场，让供应商闭住说理由的口。

4、要谨慎对待供应商给你的“温情”，很有可能你会成为温水里的青蛙，失去警惕。供应商对你的温情完全是出于商业礼仪，对方言毕称“什么工程师”的时候，不要以为自己就是什么工程师了，这点很重要，你在制定对供应商的策略，供应商也在制定对你的策略。有些人说供应商不配合或不积极，一半以上的原因都是客户方造成的，因为客户方的人言行，让供应商形成了对你的判断，你都不积极或不配合，那我也不积极或不配合。专业+认真+谨慎是唯一赢得供应商尊重的路径。

5、当供应商说是顾客是上帝的时候，这时你的小心了，这是供应商最大的一个谎言，
而这个谎言，让你无招可用，经常用的回应是：上帝也被忽悠了。

6、供应商提到双赢的时候，不要认为就不追求利益，或放弃利益，双赢的前提是双方利益的最大方。

7、供应商的欺骗无处不在，无时不有，防不胜防，最有效的策略是让供应商变成“你的人”，而让供应商变成“你的人”，就必须让供应商感激你，特别是当供应商犯错误的时候，你在他面前说：知道你的苦衷和难处，我在内部也做了很多努力，尽力的把对你们的处罚降到最小，这个策略需要内部其他部门配合演戏，原理就是别的部门或自己部门给供应商“一巴掌”之后，再去赞美供应商。目的就是要供应商感激你。 收起阅读 »

在一个新的领域,觉得自己以前的经验好象没有多少可以借鉴的.
新的产品,新的工艺,有太多的技术要求.
看着国外在这个产品和工艺上的专利申请.心中暗想:
我们的技术和国外相差的太多了,尤其在细节上,简直无法一比.
如果解决如此多的技术问题,采用什么方法?
我们的技术人员采用的是传统方法,手工,如何控制精度?
我们的思维方式远远落后了.
现在翻阅大量的资料,看着海量的国外专利,再看看
DFSS, 发明类,6sigma ,总算发现此前所学,有点点价值了,
狠狠的把TRIZ研读了几遍,原来咱们这些的思维方式不对,
所以技术水准不高啊.
再回想过去采用的品质手段,觉得真是太落后了.
现在要好好运用TS16949的手段控制现有的制程,
而设计采用DFSS,TRIZ,或许能提升一下.

收起阅读 »

今天看到一个贴子，对于如何系统学习质量知识提出了他的困惑，在前几年，我也深有同感，并且不断思考这个问题，有人提出了学习质量工程师教材，质量工程师教材也只能一部分，可能有些内容也不详细，结合工作学习是最好的，但是工作可能涉及没这么广泛，这也是我比较困惑的地方，目前只有慢慢积累了，有机会就学习，有些东西也只能到了解的程度，说了这么多废话，我把我自己的思路分享一下吧 关于如何系统学习并掌握质量知识，从上班1年考虑到现在（工作4年了）也只是一个基本思路，算不上职业规划，期间因为一些事情也停顿了思考
1. 考国家注册质量工程师，09年我把初级考过了，分还挺高的，说实话初级就是个基础，只当练手，目的是考中级，今天6月份考了，8成把握通过，这个学习过程深有体会，有了考初级的经历，中级看书一点也不费劲，加上平时从事质量工作的积累，轻松多了，主要是实务里一些新的东西需要点时间消化吸收，复习的时候有点囫囵吞枣的意思，没尝到味道，还消化不良。通过这两次考试，可以说质量基础理论知识，包括一些基本的工具和技能初步掌握了。 2. 质量工程师教材或者说质量考试涉及的内容也是不全面，部分内容很简略，远达不到应用的程度，这个可以根据兴趣找更相信的资料学习，包括一些实际案例。 3. 工作中多联系理论，工作常用的质量知识和技能自然不用说了，可能在某种质量工具或方法没有人运用，但是你可以做第一个吃螃蟹的人，至少是本企业第一个，如果企业应用有限制，也可以拿企业的实际情况自己做案例分析，这个学习是非常有效的，比如我公司大部分人很少使用老七法、新七法等质量工具，不是他们不想用，而是他们不会，也没有这个意识去学，所以我想可以编制一本常用质量工具应用指导手册，还有QC小组活动指导规范等等 4.另外我会在网上找一些视频学习，一些老专家或培训的视角和理解深入可以让你全面掌握这些知识。 另外说一点，知识的学习不可能一口吃成胖子，只能一天一天累积。
前两天在论坛里发现以为朋友分享的职业生涯模型，里面包含了各版块知识学习的进阶模型，值得参考。
收起阅读 »

DEAR 處長

根椐上月OQC出貨報表來看,除了13筆外銷單免檢外.另39筆全部存在一些問題,經過不斷努力的挑選更換才能出貨.就這兩天生產產品由OQC全檢,問題描述如下:
TL-2000: 1.機內有異音23PCS.2.外觀刮傷2PCS.3.插腳不良3PCS.4.插腳缺膠1PCS.5.負極小彈片本體缺少一半1PCS 5.螺絲未打緊43PCS 6.間隙大70% 7.螺絲滑牙5PCS.
TL-20EU:1.燈高燈低39PCS 2.間隙大7PCS 3.插腳用錯(EU用成KO)1PCS 3.上蓋不良13PCS 4.機內有異音2PCS 5.機身表麵髒污油印5PCS
因此規定了我廠所有出貨產品必須由OQC全檢.但在此我想說明的是,全檢只是我部內部對制造出的產品不認可不放心,才使用的一種檢驗改善品質的方法.在品質行業里,不是認可產品全檢的,因為只有在某些不正規的地下工廠,沒有品質意識,所生產的產品才必須全檢.我想我廠還沒到這種境界.只是部門主管的管理經驗.做事方法等各方麵無法達到職責需求,才造品質之差.當然作為品保的我,是責無旁貸的,有不可推卸的責任.但我只是品保組長,有些問題只能盡我所職.急時發現問題,反映問題,協助工程提出改善問題方案,最後執行力度還在于制造.只能追蹤改善方案的執行與結果.如果沒有上級的認可,最後也是無功而返.權力有限,結果唯有不了了知.根本就沒有理你了.每次回覆改善報告,內容都是差不多.原有的問題還是存在,最多再加上一條新問題點.我真不好意思回復了,太多次了他們還以為我們一直在復印上一份回覆呢.所以本人壓力也很大,一直都要受到良心的譴責.每天最害怕接到總部電話郵件了,因為我知道那一定不是表揚我來的......
記得我廠執行OQC全檢已有1年多了,但就目前來看,品質也見得比之前好,該投訴的還是投訴,就問題不變新問題增加,也算是跟得是時代的步伐吧.而生產線卻把我們OQC當作了產品垃圾回收站,什麼樣的不良品都能出現.我們OQC就一位同志啊,也就一雙眼晴,現在可能理解為何走了一位又一位.不良品如此之多,每天要看這麼多產品,也無法保證會有漏網之魚流至客戶啊,再說了時間都花在全檢外觀了,那功能呢?根本就沒時間檢驗了.這樣的話,還不如重開一個全檢部門,4個品保加上一個組長,24小時負責功能外觀全檢,這樣就一定沒有不良品流出了.當然了,造成這麼多不良,也不排出其它因素,比如來料不良啊,料況不及時啊,臨時設變啊,排程交期緊等,但如果沒有這些外來不良因素的話,還要我們這些人做什麼?隨便找個人就會做主管了.
我在想造成不良品如此之嚴重最主要原因就是:OQC全檢.因為全廠從上到下都 知道處長規定了出貨全檢.造成員工拉長等人的心理有一個這樣的影響:反正最後出貨有品保全檢,有問題就維修更換好了.客訴了是品保全檢的,負責找品保就好了.所以本人強烈建意取消全檢.調整後之未來成品抽樣檢驗方式 (如加嚴 – 正常 – 減量 – 免檢) 實施及抽樣檢驗技術改進 ,對不合格產品,由生產主管拉長負責重工.具體重工責任費用等由制造自行處理.OQC只負責2個結果:重工/接收.由此造成無法出貨延時出貨由相關人員承擔.
最後本人在這做這麼多年的總結:產品做好了功勞是制造的,客訴了找品保.總覺得這是一份吃力不討好,工資低.破壞同事團結的差事.
無法完成處長您寄与我的厚望,謝謝您的辛苦培養.對此成績感到十分慚愧.
以上 收起阅读 »

两家兄弟工厂，在同一个工业区内，即是邻居，又互为顾客和供应商，为了清楚地说明问题，就称A工厂和B工厂吧（一家工厂持有A工厂的50%的股份，也持有B工厂的50%的股份）。1.退货问题 A工厂的不良品已经在B工厂的原材料仓库放了差不多三个星期了，经多次告知无果，B工厂将A工厂的不良品拖到了仓库外面。A工厂物流经理发邮件给B工厂物流经理说：“作为兄弟公司，你们的行为让人很痛心。”B工厂物流经理回应说“作为兄弟公司，你们将不良品放在我们公司三个星期了，让人寒心”。2.关于不良品索赔 A工厂发出了索赔单，因为B工厂的不良品造成了一定的损失。B工厂确认并签核了。 B工厂发出索赔单，可是A工厂却不予签核，怎么办了？ 收起阅读 »

我们小家电成品生产，所以BOM显得比较重要，尤其使用所谓的MRP系统，物料需求运算离不开BOM。

近来FQA投诉BOM出错问题比较多，客诉也有一宗跟BOM有关，采购部也发生几次包材用量错误而多购买事件。So，老板也关心这个事情，上周开的月度管理会议上物控部就捅了工程部一刀，当着老板面问BOM出错问题怎么解决。

昨天老板单独E-MAIL要体系组再组织一次会，BOM问题要结案。事先调查了一下午，今天邀请市场、工程、采购、物控、装配、品管一起开会。

BOM分 Primary 和 Controlled Version, 表示不同的意义，原则上没有见到Controlled BOM不能采购，不能生产，否则风险部门自己承担。

这要从BOM的形成过程说起:
1)在产品报价阶段，工程人员就会拆分产品，形成最初的BOM，这时的BOM只可能工程和市场看到;
2)项目确定后，开始后续设计开发，在EB（工程建板）阶段，出现比较清晰的BOM,如果需要采购部协助寻找零件，则采购部看到BOM;
3)PP阶段，BOM正式面向大众，出现Primary Version，通过DCC分发给相关部门，同时公司的MRP系统中建立Mold原始BOM;当然在工程管理的系统中，早已建立电子BOM，为工程BOM非生产BOM，PrimaryBOM为生产性BOM;
4)Primary BOM 到 Controlled BOM会有一个较长的阶段，中间不可确定因素很多，所以不断评估，不断修改，直到MP才会有Controlled BOM。

BOM是人制作的，不可能没有错误，错误怎么办？需要沟通解决。
我们几个大部门开了一个多小时会议，重点澄清Primary和Controlled BOM的区别和使用注意事项。会议上大家发言比较积极，老板不时跑过来听一小段，发表几句，然后被电话叫走，等下又来，又被叫走。我原计划60分钟的会议，最后谈了103分钟，会议总结时，没有实质性结论。我的属下MM负责做会议记录，埋怨会议没有结论。我认为大家进行了沟通，了解到彼此困难和需求，不一定要有突破性的解决方案，也不一定非解决现状，若达成一致意见，明白了解决问题的途径，这些就是收获，没有结论就是结论。

会议记录，明天发出去，重点是使用部门要积极同工程部沟通，BOM任何不清楚的地方需要弄明白。
收起阅读 »

中国经济管理大学MBA课堂《组织行为学》
CHAPTER 5 - MOTIVATION: FROM CONCEPTS TO APPLICATIONS
CHAPTER OBJECTIVESAfter reading this chapter, students should be able to:Identify the four ingredients common to management by objectives (MBO) programs.Outline the five-step problem-solving model in OB Mod.Explain why managers might want to use employee involvement programs.Contrast participative management with employee involvement.Explain how employee stock ownership plans (ESOPs) can increase employee motivation.Describe the link between skill-based pay plans and motivation theories.
LECTURE OUTLINEI. MANAGEMENT BY OBJECTIVESA. Goal-setting Theory 1. An impressive base of research support. 2. How do you make goal setting operational? a) In­stall an MBO program.
B. What Is MBO?1. Management by objectives (MBO) emphasizes participatively set goals that are tan­gible, verifiable, and measurable. a) MBO was originally pro­posed by Peter Drucker forty-five years ago as a means of using goals to motivate people rather than to control them.2. MBO appeal is the emphasis on converting overall organi­zational objectives into specific objectives for organizational units and individual members. a) See Exhibit 5-1 for the process by which objectives cascade down through the organization. 3. MBO works from the bottom up as well as from the top down. a) The hi­erarchy of objectives link objectives at one level to those at the next level. b) If all the individuals achieve their goals, then their unit’s goals will be attained and the organization’s overall objectives will become a reality.4. Four ingredients are common to MBO programs: goal specificity, participative decision making, an explicit time period, and performance feedback. a) The objectives in MBO should be concise statements of expected accomplish­ments. b) MBO replaces imposed goals with participatively determined goals.c) Each objective has a specific time period in which it is to be completed. Typi­cally, the time period is three months, six months, or a year. d) MBO seeks to give continuous feedback on progress toward goals so that individuals can monitor and correct their own actions. (1) Continuous feedback, supplemented by more formal periodic managerial evaluations, takes place at the top of the organi­zation as well as at the bottom.
C. Linking MBO and Goal-Setting Theory1. Goal-setting theory demonstrates:a) Hard goals result in a higher level of individ­ual performance.b) Feedback on one’s performance leads to higher performance. 2. MBO directly advocates:a) Specific goals and feedback. b) MBO implies, rather than explicitly states, that goals must be perceived as feasible. c) Consistent with goal setting theory, MBO would be most effective when the goals are difficult enough to require the person to do some stretching.3. The only area of possible disagreement between MBO and goal-setting the­ory is related to the issue of participation. a) MBO strongly advocates it.b) Goal-setting theory demonstrates that assigning goals to subordinates frequently works just as well.c) The major benefit to using participation, however, is that is appears to induce individuals to establish more difficult goals.
D. MBO in Practice1. Reviews of studies suggest that it is a popular technique. a) MBO programs are in busi­ness, health care, educational, government, and nonprofit organizations.2. MBO’s popularity should not be construed to mean that it always works. a) There are a number of documented cases in which MBO was implemented but failed to meet management’s expectations. b) The problems rarely lie with MBO’s basic components. c) The causes tend to be unrealistic expectations, lack of top-management commitment, and an inability or unwillingness by management to allocate rewards based on goal accomplishment.
II. BEHAVIOR MODIFICATIONA. Emery Air Freight Study1. Occurred almost thirty years ago with freight packers at Emery Air Freight (now part of FedEx)a) Management wanted packers to aggregate shipments into freight containers rather than handle many separate items. b) Packers claimed 90 percent of shipments were put in containers.c) Analysis showed container use rate was only 45 percent. d) In order to encourage employees to use containers, management established a program of feedback and positive reinforce­ment. e) Container use jumped to more than 90 percent on the first day of the program and held to that level. f) This simple program saved the com­pany millions of dollars.2. The Emery Air Freight study illustrates the use of organizational behavior modifica­tion (OB Mod).
B. What Is OB Mod?1. See Exhibit 5-2.2. A five-step problem-solving model: a) Identify performance-related behaviors.b) Measure the behav­iors.c) Identify behavioral contingencies.d) Develop and implement an inter­vention strategy.e) Evaluate performance improvement.3. Identify the behaviors that have a significant impact on the employee’s job performance. a) These are those 5 to 10 percent of behaviors that may account for up to 70 or 80 percent of each employee’s performance.4. The manager then develops some baseline perfor­mance information.a) The number of times the identified behavior is occur­ring under present conditions.5. The third step is to perform a functional analysis to identify the behavioral contingencies or consequences of performance. a) This tells the manager which cues emit the behavior and which consequences are currently maintaining it.6. Now the manager is ready to develop and implement an intervention strategy to strengthen desirable performance be­haviors and weaken undesirable behaviors. a) The appropriate strategy will entail changing some element of the performance-reward linkage—structure, processes, technology, groups, or the task—with the goal of making high-level performance more rewarding.7. The final step in OB Mod is to evaluate performance improvement.
C. Linking OB Mod and Reinforcement Theory1. Reinforcement theory relies on positive reinforcement, shaping, and recognizing the impact of different schedules of reinforcement on behavior. 2. OB Mod uses these concepts to provide managers with a powerful/proven means for changing employee behavior.
D. OB Mod in Practice1. OB Mod has been used to improve employee productivity and to reduce errors, ab­senteeism, tardiness, and accident rates.a) General Electricb) Weyerhauserc) The city of Detroitd) Xerox2. A general review of OB programs found an average 17 percent improvement in performance.
III. EMPLOYEE RECOGNITION PROGRAMSA. The Laura Schendell Example1. Organizations are increasingly recognizing what Laura Schendell is acknowl­edging: recognition can be a potent motivator.
B. What Are Employee Recognition Programs?1. Numerous forms2. The best use mul­tiple sources and recognize both individual and group accomplishments.
C. Linking Recognition Programs and Reinforcement Theory1. A survey of 1,500 employees regarding the most powerful workplace motivator. a) Their response was recognition, recognition, and more recognition.2. Consistent with reinforcement theory, rewarding a behavior with recognition immediately following that behavior is likely to encourage its repetition. 3. And that recognition can take many forms. a) Personally congratulate an employee in private for a good job. b) Send a handwritten note or an e-mail message.c) Publicly recognize accomplishments. d) And to enhance group cohesiveness and motivation, you can celebrate team suc­cesses.
D. Employee Recognition Programs in Practice1. Today’s cost pressures make recognition programs particularly attractive. a) Recognizing an employee’s superior performance often costs little or no money. b) A survey of 3,000 employers found that two-thirds use or plan to use special recognition awards.2. One of the most well-known and widely-used recognition devices is a sugges­tion system. a) Employees offer suggestions for improving processes or cutting costs and are recognized with small cash awards. 3. The Japanese have been especially ef­fective at making suggestion systems work. a) A typical high-performing Japanese plant in the auto components business generates 47 suggestions per em­ployee a year and pays approximately the equivalent of U.S. $35.00 per suggestion. b) In contrast, a comparable Western factory generates about one suggestion per em­ployee per year but pays out $90.00 per suggestion.
IV. EMPLOYEE INVOLVEMENT PROGRAMSA. Example1. Teams perform many tasks and assume many of the responsibilities once handled by their supervisors.
B. What Is Employee Involvement?1. Employee involvement has become a convenient catchall term to cover a variety of techniques.a) Employee partici­pation or participative managementb) Workplace democracyc) Empowermentd) Employee ownership2. Employee involvement is a participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organization’s success.a) The underlying logic involves workers in decisions that will affect them and increases their autonomy and control, which will result in higher motivation, greater commitment, more productivity, and more satisfaction.3. Participation and employee involvement are not synonyms.a) Participation is a more limited term. b) It is a subset within the larger framework of em­ployee involvement.
C. Examples of Employee Involvement Programs1. Three forms of employee involvement: participative management, representative participation, and employee stock ownership plans.2. Participative Managementa) Characteristic of all participative manage­ment programs is joint decision making. b) Has been promoted as a panacea for poor morale and low productivity. c) Not always appropri­ate. For it to work:(1) There must be adequate time to participate.(2) The issues must be relevant to the employees.(3) Employees must have the ability to participate.(4) The organization’s culture must support employee involvement.d) Dozens of studies have been conducted on the participation-performance re­lationship. (1) Mixed findings.3. Representative Participationa) Rather than participating directly in decisions, workers are represented by a small group of employees who actually participate. (1) The most widely legislated form of employee involvement around the world.4. The goal of representative participation is to redistribute power within an or­ganization.5. The two most common forms that representative participation takes are works councils and board representatives. a) Works councils link employees with management. They are groups of nominated or elected employees who must be consulted when management makes decisions involving personnel. b) Board representatives are employees who sit on a company’s board of directors and represent the inter­ests of the firm’s employees. In some countries, large companies may be legally re­quired to make sure that employee representatives have the same number of board seats as stockholder representatives.6. The overall influence of representative participation on working employees seems to be minimal. a) Works councils are dominated by management and have little impact on employees or the organiza­tion. b) The greatest value of representative participation is symbolic.7. Employee Stock Ownership Plans (ESOPs)a) Company-established benefit plans in which employees acquire stock as part of their benefits. (1) United Airlines, Publix Supermarkets, Graybar Electric, and Anderson Corporation are four examples of companies that are more than 50 percent owned by employees.b) In the typical ESOP an employee stock ownership trust is created. c) Compa­nies contribute either stock or cash to buy stock for the trust and allocate the stock to employees. d) Employees usually can­not take physical possession of their shares or sell them as long as they’re still em­ployed at the company.e) ESOPs increase employee satisfaction and fre­quently result in higher performance.
D. Linking Employee Involvement Program and Motivation Theories1. Employee involvement draws on several motivation theories.a) Theory Y is consistent with participative management.b) Theory X aligns with the more traditional autocratic style of managing people. c) Two-factor theory relates to employee involvement programs that provide employ­ees with intrinsic motivation by increasing opportunities for growth, responsibility, and involvement in the work itself.
E. Employee Involvement Programs in Practice1. Germany, France, the Netherlands, and the Scandinavian countries have firmly es­tablished the principle of industrial democracy in Europe, and other nations, in­cluding Japan and Israel, have traditionally practiced some form of representative participation for decades. 2. Participative management and representative participation were much slower to gain ground in North American organizations. a) Now, employee involvement programs stressing participation are the norm.3. ESOPs.a) They are becoming a popular employee involvement program-having grown to around 10,000, cover­ing more than 10 million employees.
V. VARIABLE-PAY PROGRAMSA. Examples1. Nucor Steel has had an incentive compensation plan in place that pays bonuses of as much as 150 percent of base to employees. 2. Rick Benson, an invest­ment banker with Merrill Lynch, earned $1.4 million in 1998—more than six times his base salary. 3. C. Michael Armstrong, Chairman and CEO of AT&T, saw his annual salary and bonus drop from $4.59 million to $3.26 million in 2000.
B. What Are Variable-Pay Programs?1. Piece-rate plans, wage incentives, profit sharing, bonuses, and gain sharing are all forms of variable-pay programs. 2. Differ from traditional programs in that a person is paid not only for time on the job or seniority but for some individual or or­ganizational measure of performance or both. 3. Variable pay is not an annuity. a) With variable pay, earnings fluctuate with the measure of performance.4. This fluctuation makes these programs at­tractive to management.a) Part of an organization’s fixed labor costs become a variable cost.b) In addition, when pay is tied to performance, earnings recognize contribution rather than being a form of entitlement.5. Four of the more widely used of the variable-pay programs follow.a) Piece-rate wages have been around for nearly a century. (1) Popular as a means for compen­sating production workers. (2) Workers are paid a fixed sum for each unit of production completed. (3) A system in which an employee gets no base salary and is paid only for what he or she produces is a pure piece-rate plan. (4) Many organizations use a modified piece-rate plan, in which employees earn a base hourly wage plus a piece-rate differential.b) Bonuses can be paid exclusively to executives or to all employees. (1) Increasingly, bonus plans are taking on a larger net within organizations to include lower-ranking employees.c) Profit-sharing plans are organization-wide programs that distribute compensa­tion based on some established formula designed around a company’s profitability. (1) These can be direct cash outlays or, particularly in the case of top managers, allo­cated as stock options. d) The variable-pay program that has gotten the most attention in recent years is undoubtedly gainsharing. (1) A formula-based group incentive plan. Improve­ments in group productivity—from one period to another—determine the total amount of money to be allocated. (2) The productivity savings can be split between the company and employees in any number of ways, but 50-50 is pretty typical.(3) Gainsharing is similar to profit sharing, not the same. (a) By focusing on productivity gains rather than on profits, gainsharing rewards specific behaviors that are less influenced by external factors than profits are. (b) Employees in a gainsharing plan can receive incentive awards even when the organization isn’t profitable.6. Variable-pay programs increase motivation and productiv­ity.a) Gain sharing has been found to improve productivity in most cases and often has a positive impact on employee at­titudes.
C. Linking Variable-Pay Programs and Expectancy Theory1. Variable pay is compatible with expectancy theory predictions. 2. Group and organization-wide incentives encourage employees to sublimate personal goals in the best interests of their department or the organization. 3. Group-based performance incentives help build a strong team ethic.
D. Variable-Pay Programs in Practice1. Variable pay is rapidly replacing the annual cost-of-living raise because of:a) its motivational power.b) the cost im­plications. c) the need to avoid the fixed expense of permanent salary boosts.2. Pay-for-performance has been important for compensating managers for more than a decade. 3. The new trend has been to expand this practice to nonmanagerial em­ployees. a) Seventy-two percent of all U.S. companies had some form of variable-pay plan for nonexecutives in the year 2000.4. Gainsharing’s popularity seems to be restricted to large, unionized manufac­turing companies.
VI. SKILL-BASED PAY PLANSA. What Are Skill-Based Pay Plans?1. Skill-based pay is an alternative to job-based pay. 2. Skill-based pay (also called competency-based pay) sets pay levels on the basis of how many skills employees have or how many jobs they can do.3. The appeal of skill-based pay plans is flexibility. a) Filling staffing needs is easier when employee skills are interchangeable. b) It facilitates communication throughout the organization be­cause people gain a better understanding of others’ jobs. c) It lessens dysfunctional “protection of territory” behavior. d) Skill-based pay also helps meet the needs of am­bitious employees who confront minimal advancement opportunities. 4. There are downsides of skill-based pay.a) People can “top out” relearning all the skills the program calls for them to learn. b) Skills can also become obsolete. c) Skill-based plans do not ad­dress level of performance, only whether someone can perform the skill.
B. Linking Skill-Based Pay Plans to Motivation Theories1. Skill-based pay plans are consistent with several motivation theories. 2. Because they encourage employees to learn, expand their skills, and grow, they are consistent with Maslow’s hierarchy of needs theory.3. Paying people to expand their skill levels is also consistent with research on the achievement need. a) High achievers have a compelling drive to do things better or more efficiently.4. There is also a link between reinforcement theory and skill-based pay. a) Skill-based pay encourages employees to develop their flexibility, to continue to learn, to cross train, to be generalists rather than specialists, and to work cooperatively with others in the organization.b) To the degree that management wants employees to demonstrate such behaviors, skill-based pay acts as a reinforcer.5. Skill-based pay may also have equity implications. a) When employees make their input-outcome comparisons, skills may provide a fairer input criterion for de­termining pay.
C. Skill-Based Pay in Practice1. The overall conclusion of studies is that the use of skill-based pay is ex­panding and that it generally leads to higher employee performance and satisfac­tion.
VII. IMPLICATIONS FOR MANAGERS1. Organizations have introduced a number of programs designed to increase em­ployee motivation, productivity, and satisfaction. Importantly, these programs are grounded on basic motivation theories.2. It is easy to criticize educators and researchers for their focus on building the­ories. Students and practitioners often consider these theories unrealistic or irrele­vant to solving real-life problems. This chapter makes a good rebuttal to those crit­ics. It illustrates how tens of thousands of organizations and millions of managers in countries around the globe are using motivation theories to build practical in­centive programs.3. The six motivation programs we discussed in this chapter are not applicable to every organization or every manager’s needs. But an understanding of these programs will help you design internal systems that can increase employee produc­tivity and satisfaction.
SUMMARYManagement by objectives (MBO) emphasizes participatively set goals that are tan­gible, verifiable, and measurable. Its appeal is its ability to convert overall organi­zational objectives into specific objectives for organizational units and individual members. MBO works from the bottom up as well as from the top down. There are four ingredients common to MBO programs: goal specificity, participative decision making, an explicit time period, and performance feedback. MBO and goal-setting theory are complementary. Goal-setting theory demonstrates that hard goals result in a higher level of individ­ual performance and that feedback on one’s performance leads to higher performance. MBO advocates specific goals and feedback. Consistent with goal setting theory, MBO would be most effective when the goals are difficult enough to require the person to do some stretching. MBO and goal-setting the­ory differ in terms of participation; MBO strongly advocates it, while goal-setting theory demonstrates that assigning goals to subordinates frequently works just as well.The five-step problem-solving model in OB modification model includes identifying performance-related behaviors, measuring the behav­iors, identifying behavioral contingencies, developing and implementing an inter­vention strategy, and evaluating performance improvement. It requires the identification of the behaviors that have a significant impact on the employee’s job performance. Employee involvement has become a convenient catchall term to cover a variety of techniques: employee partici­pation, or participative management; workplace democracy; empowerment; and employee ownership. Employee involvement is a participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organization’s success. The underlying logic involves workers in decisions that will affect them and increase their autonomy and control, which will result in higher motivation, greater commitment, more productivity, and more satisfaction.There are three primary types of employee involvement programs. Participative management involves joint decision making and is often promoted as a panacea for poor morale and low productivity. Representative participation, involves workers being represented by a small group of employees who actually participate. And ESOPs or employee stock ownership plans, company-established benefit plans in which employees acquire stock as part of their benefits. Employee involvement programs are practiced around the world. Germany, France, the Netherlands, and the Scandinavian countries have firmly es­tablished the principle of industrial democracy in Europe, and other nations, in­cluding Japan and Israel, have traditionally practiced some form of representative participation for decades. ESOPs can increase employee motivation. They tend to increase employee satisfaction and fre­quently result in higher performance. They are company-established benefit plans in which employees acquire stock as part of their benefits. Employees usually can­not take physical possession of their shares or sell them as long as they’re still em­ployed at the company.Variable-pay programs are another way to motivate employees through piece-rate plans, wage incentives, profit sharing, bonuses, and gain sharing are all forms of variable-pay programs. These differ from traditional programs in that a person is paid not only for time on the job or seniority but for some individual or or­ganizational measure of performance or both. Variable pay is compatible with expectancy theory predictions. The evidence supports the importance of this linkage, especially for operative employees working under piece-rate systems. Group and organization-wide incentives encourage employees to sublimate personal goals in the best interests of their department or the organization. Skill-based pay is an alternative to job-based pay. Its sets pay levels on the basis of how many skills employees have or how many jobs they can do. The appeal of skill-based pay plans is flexibility. There are some downsides however. People can “top out” relearning all the skills the program calls for them to learn, skills can also become obsolete, and so on.
DISCUSSION QUESTIONSHow does management by objectives work?Answer - MBO emphasizes participatively set goals that are tan­gible, verifiable, and measurable. Its appeal is in the emphasis on converting overall organi­zational objectives into specific objectives for organizational units and individual members. Exhibit 5-1 shows the process by which objectives cascade down through the organization. MBO works from the bottom up as well as from the top down. The hi­erarchy of objectives link objectives at one level to those at the next level.
Describe the characteristics of an effective MBO program.Answer - There are four common characteristics: goal specificity, par­ticipative decision making, an explicit time period, and performance feedback. The objectives in MBO should be concise statements of expected accomplish­ments. MBO replaces imposed goals with participatively determined goals. Each objective has a specific time period in which it is to be completed. Typi­cally, the time period is three months, six months, or a year. MBO seeks to give continuous feedback on progress toward goals so that individuals can monitor and correct their own actions. Continuous feedback, supplemented by more formal periodic managerial evaluations, takes place at the top of the organi­zation as well as at the bottom.
Design a behavior modification program for training bank tellers in customer service.Answer - Students answers will vary, but they should cover the basic steps. 1) Identify the behaviors that have a significant impact on the employee’s job performance. 2) Develop baseline perfor­mance information by observing the number of times the identified behavior is occur­ring under present conditions. 3) Perform a functional analysis to identify the behavioral contingencies or consequences of performance. 4) Develop and implement an intervention strategy to strengthen desirable performance be­haviors and weaken undesirable behaviors. 5) The final step in OB Mod is to evaluate performance improvement.
Why might managers want to use employee recognition programs?Answer – Recognition can be a potent motivator. The best programs use multiple courses and recognize both individual and group accomplishments. Consistent with reinforcement theory, rewarding a behavior with recognition immediately following that behavior is likely to encourage its repetition. In contrast to most other motivators, recognizing an employee’s superior performance often costs little or not money, and is therefore attractive in today’s highly competitive global economy.
Why might managers want to use employee involvement programs?Answer - Employee involvement is a participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organization’s success. The underlying logic involves workers in decisions that will affect them and increases their autonomy and control, which will result in higher motivation, greater commitment, more productivity, and more satisfaction. Employee involvement draws on several motivation theories—Theory Y is consistent with participative management, Theory X aligns with the more traditional autocratic style of managing people, and two-factor theory relates to employee involvement programs that provide employ­ees with intrinsic motivation by increasing opportunities for growth, responsibility, and involvement in the work itself.
If a manager decided to implement an employee involvement program what choices would he or she have? Why would he use one rather than another?Answer – Use participative management. Characteristic of all participative manage­ment programs is joint decision making. Use representative participation. Workers are represented by a small group of employees who actually participate. It is the most widely legislated form of employee involvement around the world. The goal of representative participation is to redistribute power within an or­ganization. The two most common forms that representative participation takes are works councils and board representatives. Employee stock ownership plans are company-established benefit plans in which employees acquire stock as part of their benefits.
Explain how ESOPs can increase employee motivation.Answer - Employee stock ownership plans are company-established benefit plans in which employees acquire stock as part of their benefits. In the typical ESOP an employee stock ownership trust is created. Compa­nies contribute either stock or cash to buy stock for the trust and allocate the stock to employees. Employees usually can­not take physical possession of their shares or sell them as long as they’re still em­ployed at the company. ESOPs increase employee satisfaction and fre­quently result in higher performance.
What is the differene between gain sharing and profit sharing as a variable-pay program?Answer – They are similar but not the same. By focusing on productivity gains rather than on profits, gain sharing rewards specific behaviors that are less influenced by external factors than profits are. Employees in a gain sharing plan can receive incentive awards even when the organization isn’t profitable.
What is the relationship between skill-based pay plans and motivation theories?Answer - Skill-based pay plans are consistent with several motivation theories. Because they encourage employees to learn, expand their skills, and grow, they are consistent with Maslow’s hierarchy of needs theory. Paying people to expand their skill levels is also consistent with research on the achievement need. High achievers have a compelling drive to do things better or more efficiently. There is also a link between reinforcement theory and skill-based pay. Skill-based pay encourages employees to develop their flexibility, to continue to learn, to cross train, to be generalists rather than specialists, and to work cooperatively with others in the organization. Skill-based pay may also have equity implications. When employees make their input-outcome comparisons, skills may provide a fairer input criterion for de­termining pay.
EXERCISESA. An Application of Motivation—MBOThe goal here is to help students apply MBO as they will most likely have to deal with it in their first jobs. The emphasis should be on creating measurable realistic objectives. We will apply the MBO process to the classroom. Consider using this as an exercise to organize students’ effort for the semester. You can use this as part of your grading for the course by holding the students accountable for their objectives at the end of the semester.Review the principles of MBO with the class.Assign them the task of individually creating five MBOs for themselves for this class for the semester.By now the students have been in class long enough to have a sense of course content, your style, and so on.Students should have a clear idea of your objectives for the class. Students should have a syllabus or an idea of the assignments or projects that will be due. Have students write one MBO in class.Ask volunteers to share their objective.You will get a number of, “Get an A in the course.” Be gentle as you point out why this is not an effective objective.Critique the objective stressing both the principles of an effective objective and how well it relates to the course objectives.Have students complete their assignment and bring written objectives into the next class.Place students in pairs or small groups of five or fewer and have them share their objectives with each other.Have each group share the three to five best objectives with the class either orally or by copying them on the board.Discuss the objectives, collect the written copies.
B. An Application of Motivation—ESOP
The goal is to help students better understand Employee Stock Ownership Plans, as many of them will be employed (currently or in the future) by organization which use ESOPs as a motivational tool. In fact, many organizations even use the ESOP as a recruitment tool, and students need to understand how this benefit/program can work for them, and if this is a plan has enough value to them to be considered in the job choosing/accepting phase of being employed.

1. Review the principles of ESOPs with the class.2. Have students, using various research methods (Internet, primary research, library research) identify several organizations, a minimum of three, which utilize an ESOP. Have students gather as much detailed information as possible about the particulars of each ESOP.3. Have each student which a brief synopsis, or summary, or the three ESOPs they researched, and bring these synopses to class.4. In class have the students share details about their research either as a whole class, or in small groups, with these small groups reporting the most interesting facts to the whole class.5. If the local area supports enough organizations, the students could be encouraged/required to contact only local organizations for ESOP information. However, the exercise could be expanded to include any type of organization or industry. A comparison ESOPs across industries would be an interesting option also.

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近来貌似很忙,久未登录6SQ,今日终于丢下所有,来此看看,看看大家,看看新动态,因为很想念同为质量人的朋友们.

通知： 近期公司组织企业愿景的考试，请各同事熟知公司的企业愿景。记住每个字、每个标点符号。企业愿景：成为全球最大的绿色动力交通工具生产企业，实现社会、员工和企业的共赢。 本部门定于本周主管及以上人员先行考试（员工考试时间另行通知），错一字或一标点符号罚款50元，具体时间另行通知。 请各部门相互传达，通知到部门主管及以上人员。 收到请回复！ 收起阅读 »

年前在公司的团队建设活动上，组织者抓拍的一个笑脸，想来应该是没有任何准备，发自内心，自然而然的笑了，后来人事发给我的；为了不侵犯后面兄弟的肖像权，我把我的宝贝女儿的照片贴上来啦

最近感觉蛮累的，周日培训英语，接下来周五周六备考工程硕士（公司出钱培训），忙着各种应酬，非常想做的事情就是睡觉。公司已经国际化了，让我感觉质量方面的工作还有很多要做的。但是领导能力还是有限眼光不够长远。虽然今天老总各种强调质量的重要性，甚至说到不改进就下课的份上，但是从质管部的待遇上来看，估计是雷声大雨点小不过这个要时间来验证。我做好自己就行，我希望振兴公司的质量（当然不是技术上）。同时以后能跨出去就跨出去过帮助中国的企业（还是蛮想去外企，国企这方面的事情确实还需要努力呀）
马上就要到和老婆一周年纪念日了，谢谢各位6sq的兄弟姐妹的支持。
祝你们天天好心情 收起阅读 »

我接触SPC的时候，是在95年，那个时候国内还没什么人对此有过论著，也不像现在这样火，唯一可以参考的读物是工程师手册，和国外的一堆资料，而我还在搞设备，工装，基本上是在完全没感觉，囫囵吞枣，依葫芦画瓢的状态接受了这个东西，反正我学习的时候用的是这张图，回到国内也用这张图，人家说出现这种现象要行动，而且有的行动可以有手册可以参考，有的没有，新的行动要记录，我也这样做，以后交给我的徒弟做，但我的徒弟们显然都是聪明得过头，有的记录，有的不记录，最终这样的记录也就可有可无。直到98年公司在搞Q-plus,老大看到三年过去，trouble shooting sheet, out-of-control-action-plan(OCAP)几乎还是三年前的样子，气得想撞墙，我才意识到，原来这些可能很有用，于是我才去补习那些早该学习的知识，好在这时中文，英文的资料足够丰富了，可以让我读了。凡事都要有个目的，搞SPC是为什么？很多人说是为了过程稳定，这肯定是不对的，归根结底是为了“省钱”，是为了让精确地控制方法是一种经济方法，和抽样检验替代全检，是为了节俭检验费用，用DOE减少试验费用一样都是经济的方法。在国内讲师总喜欢举一个例子，用来说明控制分布的重要性，一个孔做到最小，一个轴做到最大，结果配合出现了问题，这个问题不是分布产生的，而是参数设计产生的，即便孔做到最小，轴做到最大，只要在给定的公差范围内，就不能出现间隙配合变成过盈配合，若出现了空和轴配合的问题，只能说明参数设计有缺陷。无论怎样，孔偏小，轴偏大的风险最小，良品率最高。因此SPC不能简单地看做是利用数据分布和假设检验来控制过程的方法，国外普遍采用SPC是为了减少控制频次，减少监控的人员，提高控制的效率，从而节俭成本。就像国内很多厂家出厂前对每个产品，每项参数都是全检，只要是认真做了，每一个产品都是合格的，什么AQL,PPK就都可以省了，那些工具，只是因为因为不能实现全检，不得不采取的偷工减料的办法。在国外看来预防比纠正经济，保养比维修经济，因此我们看到在控制图中看到判异，除了一点在A区外可能是不良品，其它的都只是发现了变动的趋势后就要采取行动的。也就是除了一种是对于失败的纠正，其它七种采取都是预防措施。因为很多采取SPC的过程，后续对已经控制住的参数就可能不是全数检验，所以遏制计划第一条都是将对应的区段的产品封存，100%全检验。因为大量采取是预防措施，所以就可以尽量在不停线，停机的情况下进行调整，进行检验，譬如发现轴径出现了7点连续递增，就要检查锁刀的装置状态，就要检查刀具是否需要更换，就要检查卡盘等等有无异常，把这些活动编成手册这就是out-off-control-action-plan (OCAP)。不能说因为预防措施设定得多了，就意味着停线，停机时间就增加了，故障时间就增加了，稼动率下降了，浪费的钱更多了。 若真如此，这就与SPC设定的初衷相违背了。只要一家企业内部累积的经验，教训足够多，只要有办法早期发现异常，用不用SPC,怎样用SPC这是人家厂家自己的事情。我刚到PSS的时候，对到处都是彩虹图很是别扭，因为彩虹图是一种特别粗糙的图（在SPC手册上找不到），把公差带分为5个区，没有我们熟悉的正负3西格玛的控制线，但也会根据点子的趋势去采取行动，这当然不如Xbar-R,Xbar-S这样的图看起来通用，漂亮，但是这家公司用这张图控制了80多年，若换成其他类型的控制图，人家就不会玩了，历史累积的数据也不支持，所有OCAP就成了废纸，因此，选用怎样的控制图有这么困难吗？对于我来讲，根据公司的现况，历史沿袭，自己琢磨着办，这东西还有什么权威？绝对？我觉得，现在我们培训的SPC,研究的SPC,考试的SPC焦点和重点都在S(Statistic )统计技术上，而不是像已经使用了这种技术多年的公司那样，重点在P和C上，也就是在过程（Process ）和控制（Control）上。若没有P和C,即便是把统计技术玩出花来，不还是花边摆设吗？更有意思的是，人家天天在用的人，根本就没考虑过这是什么东西，只是会条件反射似地依照手册去查去做，可真不知道什么是小概率？哪个是sigma？质量人员的工作是利用S的优势去帮助做C的人搞好P,是通过沟通让老板意识到，用SPC可以更高效，可以省钱，让老板让P和C的人和你一起做SPC,而不是反过来，让做P和C的人去帮助质量人员玩好S，更不是为了认证，让P和C的人把S研修到到符合SPC手册的要求，更不能容忍S是S,P是P，C是C。我做好我份内的事，你做好你的活儿，合作愉快，问题还少，这才是经济高效的SPC。Remark:这个话题在这个时代太过严肃了，讲个SPC的笑话我在美国公司做的时候，到河北某地去考察结构件供应商，在一家养着鸡种着菜有着乡土气息的院子里捡到了一位笑眯眯韩憨憨地农民企业家，他给我们一行介绍了他的企业，并陪同审核，有问必答。我问采用SPC控制了吗？他把头摇得和拨浪鼓似地说：“没有，没听说过这个洋玩意。”我指着他们公司宣传栏里的展示的Sixsigma课题问：“你们不是搞Sixsigma吗？那么控制阶段用的不是SPC的理论，用的是控制图吗？”他恍然大悟的样子，连连点头说：“是是是，我说哪，这是在客户的带领下搞的，要这么说我们还真有SPC,有控制图嘛。”我觉得这个人很有趣，继续问：“您觉着搞SPC，统计过程控制，对企业有什么好处吗？”他不停地用力点头答：“当然好，搞这个能让顾客满意。”我越发觉得这个人太实在了，有心和他开个玩笑，就忍住笑，绷着脸问：“如果搞SPC顾客也不满意怎么办？”他愣了一会儿，又似乎想到了什么说：“哪，您今天晚上别走了，我们住在城里，哪里的被窝儿暖得可好了...”他说完眯着笑眼对我一个劲儿的踅摸。我一时没想明白这句话的意思，过了一阵，我像触电似地打了个冷战，“靠，晚上无论多晚都得回去，这地真是呆不得！” 收起阅读 »

闲言碎语不要讲，先把照片放一放

我们企业是一个私企，带点家族性质，但是我们老总思想很先进，正在努力地把我们企业做好做大，作为刚进升的质量主管，如何配合我们公司的发展需要来完善我们的质量体系，请各位前辈指点

1、树叶得势时趾高气扬，失意时威风扫地。
2、历史的标点全是问号，历史的幕后全是惊叹号。
3、官廉首要的是不贪，不腐，不昏;
民廉首要的是 不贿，不媚，不借官光，不趋炎附势。
4、一官之廉，十吏效之，百民随之。
一官之腐，百吏必从之，千民必附之。
5、饭桌上批孩子，大人伤神，孩子伤胃，全家伤心。
6、年轻人以为教育可以取代经验，年长者以为经验可以取代教育。
7、学习不能超前，更不能速成，否则，
孩子无童年，青年无青春，中年无乐趣，老年无安闲。
8、打开账本，满篇是人吃。
9、牛皮越吹越大，本事越来越少;
脾气越来越大，才气越来越少;
胆量越来越大，度量越来越少;
玩劲越来越大，干劲越来越少;
权力越来越大，威信越来越小;
架子越来越大，人格越来越小。
10、通常夸一个女人漂亮;
如果不漂亮，可以夸她很有气质;
如果既不漂亮，又没有气质，可以夸她善良;
如果都没有，就夸她健康。 收起阅读 »

1、看上一个人要一分钟，喜欢一个人要一个小时，
爱上一个人要一天，忘掉一个人要一辈子。
2、机会是一个区别英雄与狗熊的台阶，
上一步什么都是，下一步什么都不是。
3、夫妻俩过日子要像一双筷子：
一是谁也离不开谁;
二是什么酸甜苦辣都能一起尝。
4、男人的年龄由自己来感觉，女人的年龄由别人来感觉。
5、低调与高标的统一，平凡与不俗的统一，
这是朴实的人生，也是厚重而辉煌的人生。
6、总盯着了不起的过去，就不会有了不起的将来。
7、挥不去的是记忆，
留不住的是年华，
拎不起的是失落，
放不下的是情感，
输不起的是尊严。
8、父母想念子女就像流水一样，一直在流;
子女想念父母就像风吹树叶，风吹一下，就动一下，风不吹，就不动。
9、因为电话，信笺少了;
因为时尚，布料少了;
因为空调，汗水少了;
因为应酬，亲情少了;
因为宴会，食欲少了;
因为竞争，悠闲少了......
10、说话的三条底线：
一、力图说真话;
二、不能说真话，则保持沉默;
三、无权保持沉默而不得不说假话时，不应伤害他人。
收起阅读 »

人民网北京11月9日电 据宝安政府在线消息，深圳宝安区一位联防队员手持钢管、警棍，对一间电器维修店的老板娘进行长达一个小时的毒打和强奸。她的丈夫则躲在几米外，不敢做声，眼睁睁看着妻子遭此横祸，一个小时后才悄悄报警。8日，宝安区政府对此事件进行了通报。　　一、案件基本情况　　2011年10月22日21时55分，市公安局宝安分局西乡派出所接一男子报警称：宝安区西乡街道东头坊西区发生一宗入室强奸警情。接报后，市公安局西乡派出所民警立即赶往现场，当场抓获犯罪嫌疑人杨某利（男，31岁，安徽人），并将受害人王某（女，30岁，安徽人）送往医院进行检查鉴定。　　经初步调查了解，受害人王某称：10月22日20时许开始在家睡觉，听到有人敲门，开门后发现是其丈夫杨某的同学杨某利（男，31岁，安徽人）及另外两名男子，当即问杨某利有什么事，并称不想再和杨某利来往了，请求杨某利不要这样没完没了的纠缠，不然其就报警。杨某利让两名同行的男子陆续离开小店后，即对受害人王某实施恐吓，并进行殴打。随后，杨某利将王某拉进卧室推到床上实施强奸。　　10月23日，犯罪嫌疑人杨某利涉嫌强奸被依法予以刑事拘留。目前，专案组正全力查找与此案相关的两名男子，案件正在进一步审理中。　　二、处置情况　　对此，区委区政府高度重视，迅速研究并作出处置：　　1、西乡街道对维稳综治中心专职副主任、径贝社区工作站副站长、治安办主任、联防队长予以停职处理，接受调查。区公安分局对径贝社区警务室警长予以停职处理，接受调查。　　2、区公安局、检察院、法院做好衔接，根据事实，依法从重、从快、从严惩处，追究犯罪嫌疑人的法律责任。　　3、由区纪委牵头，组织区综治、公安、西乡街道等部门成立联合调查小组，对该案件进行责任倒查，尽快查明真相，根据调查结果依法依规处理。　　4、西乡街道组织街道妇联、民政、卫生等部门前往慰问，对受害人进行心理疏导，安抚受害者及其家属，帮助解决实际困难。　　5、吸取教训，对全区治安联防队伍进行进一步教育整顿。要求各社区居委会在招聘联防队员时严把准入关。　　推荐阅读:"史上最窝囊男人"的惧怕　　深圳宝安联防队员强奸女子案让中国的联防制度再次不堪，在为女子丈夫杨武的懦弱而不屑之余，请不要忘记反思，在公权力面前，或许我们只不过比这位自称“史上最窝囊男人”的杨武(甚至是杨喜利)少走了五十步而已。[详细]---------------------------------------------------------------------------------------------------------------------钻石：看到这篇报道，我联想到前几天我转过来的关于知识分子责任的文章，那片文章中作者说只会“老鼠过街人人喊打”的国人是可悲的，因为被喊打的只是一直弱小的老鼠，如果是只老虎会怎样？今天就看到这样一只老虎的故事，而且是只纸老虎，结果就是这样一个窝囊，我不相信会大多数人敢于先捅死这个畜生再讲道理，而至多是打电话报警，甚至去期待，自己也不清楚是否会得到警察的帮助。这个时候，你肯定会想到鲁智深的拳头，李逵的板斧，是的，没有王法的地方靠的就是拳头，就是板斧，就是最原始的人的力量，社会的力量，但这种力量我们还有多少？东史郎战地日记中讲过，中国女人是可怕的，她们会为了最后一丝贞操和日本人拼命，而东史郎笔下的中国男人是软弱无力的，不但会投降，也会争先恐后地讨鬼子的欢心，为此甚至会奉献自己的女人。无耻吧？！我不相信男人的血性丢失了，而是中国男人的血性被控制了，只敢于依仗这强权去欺负弱小，只敢于明哲保身的时候去大义灭亲，只敢于在守法还是违法的抉择中袖手旁观，只敢于释放在强权需要的时候。任侠，直言，仗义，这些都是社会需要，是保护弱小的需要，而不是强权的需要，这是更需要勇气的，更需要血性的，但随着中国历史的发展，任侠，直言，仗义的人一个个都被消灭了，变成了投火的一只只飞蛾，活下来的人总算明白了“好死不如赖活着，做做忆苦思甜，就能没事儿偷着乐。”于是骨子里就填充顺从，血液中就占满服从，汗毛孔中藏着忍，心里念着得过且过。于是“威武不能屈的”男人没了，只剩下不知是男是女的伪娘，只有卵子没胆子的编外太监-奴才。古代文人（男人）云“十年磨一剑，霜刃未曾试。今日把示君，谁有不平事？”剑磨好了，不是问大老爷您有何差遣？而是要腰悬三尺剑，扫尽天下不平。这是唐朝的男人，唐代的文人，大诗人贾岛。再看看另一位文人幼年爱击剑，行侠仗义，常以仁侠自居。中平末年(188年)，他替人鸣不平，将人杀死后逃跑，后被官兵捕获，但他闭口不说姓名，后多方营救脱险，改名单褔（三国演义）外逃。从此弃刀剑，遍寻名师，经过刻苦学习，学业大进，终于成为一代名士。这是汉代的男人，谋士徐庶。南洋华裔的同事说，大陆人不像汉人，不像龙种。龙种追求的是道义，是宁死不屈的，不是猛龙不过江，而大陆人不是这样的，骨子里缺乏一种气。 我看也是，大陆人更像拜了狼图腾的后裔，服从强权，服从强者，只要有狼王在哪个敢扎刺？我不知道，他说得是否正确，但是我知道与那些南洋人相比，大陆人拖了几百年的辫子，即便没了辫子，心理也有辫子，早就以奴才自居，换个身份会不自在的。最擅长做的就是保命，最欣喜是又找了个大哥罩着，最喜欢做的就是把眼光放到一寸远，告诉自己，今天很幸福。长期只看到自己的幸福，看不到他人的不幸，更不会推人及己，反正脐下五寸不是我的，于是我可以继续幸福着我的幸福，快乐着我的快乐，继续醉了，继续软了，继续糊涂了，只不过是一时没想明白继续窝囊了。若能像过去一样，一张休书把老婆休了或者逼着老婆上了吊，让家丑不外扬，就当啥事儿也没发生过。 收起阅读 »

今年我们公司开发了一款造型“怪异”的新机种，长得有点像奥特曼的脑袋。据来得早的员工说，此机种一年前就已经开始研发了，但是一直“难产”。前几个月跑了两次PP，效果不是很理想，客户方的品质人员一直挑三拣四，在鸡蛋里挑骨头。因为拖太久，总经理也很着急，连续给我们开了几次会，于是项目和生产的负责人挂不住了，就想赶鸭子上架。仓促之间，在有些零件样品和图纸都还没有最终确定的情况下，MP的订单下给了各材料供应商，物料陆续进厂了，量产的日期也排了下来。但是有几款物料我知道一定无法满足量产的需求，因为在DVR和PP阶段，供应商百里挑一，像皇帝选妃子一样的挑选了最好的产品给我们工程打样。即便是这样，做成整机还被我们的客户挑了十几点的外观不良，可想而知量产的难度有多大。
于是我想提醒一下这群狂热的人们量产所面临的困难，马上招来一片砖头。没办法，我又转头通知供应商，请供应商提出制程能力不足的预警，并且详细提供各制程不良的分析报表与瓶颈因素，以说服客户降低外观方面的要求。但是供应商很难理解我的思路，甚至以为我这样做是与设计开发人员在对着干。虽然最终供应商还是接受了我的建议，开始整理制程能力数据与限度样品，但是MP的进度肯定是跟不上了。
因为零件大部分都是外购，我们只是组装。所以在组装过程中遇到的问题，大家习惯于归结为“零件问题”。皮球踢给了供应商，就甩手不管。就如同上面提到的新机种，在客户极端不合理的外观要求下，设计人员只是将这些要求转达给供应商，并要求其限期改善。没有人想过这个要求合不合理，需不需要通过业务人员跟客户进行协商？没有人想过以现在的设计方案，加上这样的外观要求是否能生产得出来。有没有更好的替代方案？
当然，如果是懂得订单评估的供应商，供应商自己就能主动提出量产可行性与制程能力的问题。但是可悲的是我们的供应商并不懂得订单评估的概念，相反还觉得如果在开发阶段没有配合我们设计人员的要求会失去合作的机会。所以在开发阶段，供应商以非正常的生产模式去配合打样，到了量产时就开始跟SQE抱怨品质要求太严、不良率太高、亏本生产等等，甚至交不出货。其实，在产品的设计开发阶段，只要供应商能提出合理的依据，说明现有方案的弊端，并能提出有效的建议。这时候开发人员一般不会终止跟此供应商的合作，而会按他的引导去寻找更合理的方案。因为这时候再找别的供应商，一样会面临同样的问题，而且前面的工作又要重新来过。但是供应商往往看不到这一点，设计人员也错误地认识了“以客户为中心”这个问题，忘记了“以客户为中心”是以“互利”为前提的。
这是一个典型的零件设计阶段没有进行可量产性评估的事例。在确认零件样品时，习惯于样机能装起来就OK。至于规格是否符合？符合到什么程度？制程能力达到多少？很少有人去确认。直接导致在后面的量产过程中，实际来料与图纸规格不符合的异常一单接一单。同类型的问题在我们这里已经不是第一次发生，如同现在市面上大多数公司一样，我们的设计质量控制、设计阶段的制程能力评估还处在“非常有限的起步阶段”。我们有DQE的职能，但是对于零件设计质量的控制，还是显得无能为力。不同类型的零件，需要有不同行业的质量专业人员，去从事设计风险的评估，但是显然我们还不具备这样的人员。DQE只是参与各种开发阶段的会议，然后追踪会议讨论事项的进展，并不能起到评估设计合理性的作用。
有时我在想，SQE是否可以更多地介入到零件设计阶段的质量控制？由事后的异常反馈与处理转型到事前的策划与事中的控制上来。这也是我们老大当时吸引我的理念之一。因为SQE相对于各种零件行业的了解程度，相对来说还是比较专业。但是这也只能是想想而已，因为现在我还在做着消防员，我后面还有一大堆火要去灭呢！！！
【未完待续】 收起阅读 »

今天商学院的家庭委员小组 组织了一个生日party。主持人叫每个人自我介绍一下，轮到我时我说：小时候过生日觉得很有意思，那时天天想着哪一天才能长大，长大后才真正懂得了什么是时光如梭，一晃又是一年，一晃又是一年。每年过生日时我心情都挺深重的，女人的年龄是女人心上的一道伤。 家里有句老话：儿的生日，娘的苦日，这几天我常常想我也很久没有去看我妈了，说到这里我哽咽了，当时心情真的有点激动。停了一下，我很快调整过来，说祝这里的所有妈妈都身体健康，这是我最大的祝愿。
我有点想我妈了，因为错峰停电，我很久未周日休息了，也有一个月没有去看我妈了，觉得很久了。我自己也是当妈的人了，但还是离不开妈妈。我久了不去，我一去我妈就说想我了。我觉得那时是她需要我，现在我觉得在心里是我需要她。
其实女人到了一定的年龄就不想过生日了，过了这一天又老了一岁。总想留住青春的尾巴。女人一生如花，青春灿烂的就只有那么几年，只是岁月不断沉淀下来的才是一直伴随自己的。
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大海可以让你忘记一切烦恼！越接近大自然你就会越放松！

人在花丛中，不笑也开心！

上个月月底离开司，离开时心情是复杂的。
离职原因主要因为薪资，但对于原公司本身是不舍的。在那里工作了一年，环境已经熟悉，同事们关系不错，其它部门的配合度也都已经变得很好了，虽然最初有些磕磕绊绊，但后来的工作开展都很顺利，领导也都挺照顾。虽说薪水不高，但对于公司的人和环境是喜欢的。
心情复杂的另一个原因是离开时还有些许遗憾。副总是个能力很强，之前担任过品保部经理，对于品保部的工作及质量事故的处理和控制的思路特别清晰，但他对于品保部的人是鲜有夸奖的。从他那里也学习了不少，一直希望能有机会做QE运用他每日重复的方法，然后得到他的认可。但直到我离开也没有做过QE的工作。虽然公司也再三挽留，可以帮我调到我有兴趣的岗位，但薪水涨幅过低，最终还是带着这个遗憾离开了。
今天和前同事联系，她告诉我在前公司内大家对我的评价都不错，我的工作被人夸赞。听到这些总算觉得些安慰，自己的付出毕竟得到了大家的承认，虽然不是最期望的一项。 收起阅读 »

When we were small, happiness was a simple thing. After we have grown up, simplicity is a very happy thing.
小时候，幸福是件很简单的事；长大后，简单是件很幸福的事。 收起阅读 »

个人在团队中生存的总结
1、做个诚实的人。
2、和团队的其它成员充分沟通，让别人了解你。
3、尽自己的力量为团队做事，尤其是在你比较擅长的方面。

过程流程图中的序号是如何定义的？有没有文件依据？

1）今天有兄弟从罗湖来坪山，全程感受地铁的味道.....晚上8：10还能坐上回家的地铁，还算幸运....

2）中午粤菜，下午KTV，晚上湘菜，早上我称重162，晚上称重166....一天变化有四斤之多啊....

3）晚上9：30给老姐电话，她昨天生日我竟然忘了......长聊之后，深深为30多岁却是家庭主妇的女性同胞感到惋惜，姐姐们，你们要爱惜自己啊.....

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男人越来越成功，女人们却越来越老去，容颜不在，朋友圈子不在，资本不在.....姐姐们，要有想法，不能做黄脸婆啊.....白天上班，晚上相夫教子，岁月会把你们遗忘，请记得自己曾经是漂亮妹妹，你们可以是漂亮妈妈，不要等五年、七年，你们有危机了，抱怨老公，抱怨家庭，抱怨社会......这样：
你不但是黄脸婆，还是怨妇！！！

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我的老姐今年32岁，2007年结婚，2008年生了猪宝宝，一下从108斤飙到136斤，几年来没有降下来.....她在老家的市里上班，同事几乎都是40岁以上mother,father，一个岗位工资三个人分，同事们上一天班休息一天......以前活力而漂亮的老姐，越来越封闭，我好担心她。

姐夫是中学老师，30岁娶到我漂亮的老姐，生活安逸而平淡，跟父母一起生活，老婆孩子乐炕头......但是，到现在也买不起房子，男人，我是这样也会莫名的郁闷......暑假了，天天跟朋友们外出活动，晚上12点才回家，有谁能懂他，有谁能理解他？

老姐说，她跟姐夫有种说不出的味道，自己没有以前漂亮，老公也没有以前关心自己。
我说，老姐你要爱自己，要让自己漂亮，30多岁女人更需要漂亮，更需要自己的圈子。

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10点多，兄弟提着一大袋荔枝跑过来，盛情难却，听说她女朋友摘荔枝皮肤都晒伤了，我就是流鼻血也要吃！还有一种果实，有点酸，但是有淡淡的清香，号称“果汁之王”。


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哈，今年春节回家时头发乱得狠.....这些年，肉肉多了，头发少了，老妈见了挺担心我的。
我港：“娘老子，怕墨子咯~~”




去年12月园博园门口和财神爷的合影，合影中财神爷悄悄说，“两块，两块，合影两块......”，我笑笑了，原来我是财神啊.....




P&G QAKE体系年度审核100分，去年6月老板奖励团队双飞武夷山，“大胖子”爬了个山头，笑了.....

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老婆周日和年级组一起去了广西桂林，孩子放了假，被我送到了爷爷奶奶家，家里变得冷清起来，只有两只小仓鼠和我作伴。昨晚，总算可以一个人躺在沙发上看看电视，不用等动漫过去，不用烦恼的被肥皂剧打搅。 我拿着遥控器，噼里啪啦地把频道捋了一个遍，没啥能吸引我眼球的，于是又噼里啪啦地转了一圈，最终，停在东方台超级达人秀，屏幕里一个身材很单薄的身影，打扮得像一个稻草人，在街舞，是机器人舞，跳得还挺不错的。嗯，这节目总算可以当做消遣来看。我给自己倒了满满一杯冰镇的“格瓦斯”，格瓦斯特有的酸甜的味道伴随着冰冰凉凉的感觉从喉咙一直窜到心肺，人一下子也精神了许多。通过主持人和表演者的介绍，原来这个达人不是专业的，只是个人喜好，自己从网络上看视频，自己联系，自己编排的舞蹈，而他还是个在校大学生，这多少让我感到有点意外，虽然我知道现在的孩子，从小就接触艺术，但能把业余玩到专业水准，是很吃功夫的。接着是一个用传统的口弦演奏出现代摇滚风格的女孩儿和她的朋友们，也是非专业的，却具有专业的水准。这个时候我已经完全被表现所吸引，已经渐渐入神了，我通过主持人，评委的口中得知，原来这个女孩儿之所以走上这个舞台，只是为了实现父亲的梦想，而这次她要园自己的梦，一个用自己的方式去继承和发展传统文化的梦，女孩儿点点泪光，评委泪光闪闪，主持人不能情不自禁地欢呼，让我第一次感受到了梦想的感染力。接着一个退役的技巧运动员，用天空行走的曼妙和力拔千钧的气概，那短短的几分钟仿佛让我感受到了，当技巧项目不能进入奥运会时，他的怅然，当退役时他的无奈，当他要用另一种形式，把技巧运动的力与美登上世界之巅壮志，他与年龄和时间抗衡的坚强。他没有讲述自己的痛苦，他行动告诉你，有梦想就该为之奋斗。四喜丸子，一个扮了一辈子小丑的，丑角演员，想在一个国家级歌剧院，在交响乐的伴奏下，去演唱歌剧的梦，功夫派的梦想，是一个兄弟梦，是一群兄弟一起去实现在世界舞台上表演中国功夫的梦，喜悦夫妻，是一个丈夫去园妻子的舞台梦，是一个妻子想让生活更加美好的梦。随着精彩的演出不断，我逐渐忘记了这是一个选秀，这是一个残酷的竞赛，为这一组组，一个个为着不同梦想，不同追求而奋斗，抗争，努力的人们所感动，从心里为他们喝彩欢呼。梦想是什么？是一个超越现实，是一个超越物质，是一个存在精神层面，似乎遥不可及的东西。当我们成熟到，看到有人谈梦想就暗自发笑，认为其太过年轻，太不现实的时候， 我们难道就没有发觉梦想原来正在远离我们，我们只能世俗得浑浑噩噩，变得如同水林森林中的模板浇筑出房间，只有朝向和居室的不同，大体相似吗？当泪水婆娑的喜悦从平凡来到平凡去，这不精彩吗？宁愿用十年生命，去换取一次在国家剧院演唱的的机会的四喜丸子，在他演唱的一刻难道不幸福吗？从讨厌口弦到讨厌父亲到想为父亲去实现梦想到要从演奏中找到快乐，这难道不是超越吗？用自己的努力，燃起兄弟们心中那已经熄灭的梦想之火的小伙子，难道不值得你为他喝彩吗？...当舞台上依依惜别，煽泪欲滴，刹那间我忽然发现我才懂了一句我以为我早就明白的诗“世人笑我太疯癫，我笑世人看不穿。”因为心中有梦，才能笑砍世人，笑看世俗，笑看一切，因为心中有梦，才能慨然面对，才能淡然处之，因为心中有梦，才能世人笑我，我笑世人，我的梦不需要你懂，我的笑不需要你明了，...我笑...我笑... 收起阅读 »

上个星期四晚上多吹了空调,感冒了,第一天有鼻涕不止,嗓子干,星期六和日去醫院打了2瓶点滴,今天鼻子還是有點難受.這種狀況還能吹空調嗎?哎﹗住在集體宿舍﹐這么大熱天﹐也要為別人考慮啊﹗