Is it the bell that rings,
Is it the hammer that rings.
Or is it the meeting of the two that ring?
Elaine McCormack Bunney
It may have been intended as a bell pull, here is an example
-----2015
約瑟夫·M·朱蘭
在「日本製造」標籤飽受嘲諷的年代，日本工業界欣然接受了西方關於如何改進產品的理念。經過數十年的努力，日本憑藉汽車和電子產品等高品質出口產品贏得了國際聲譽。
朱蘭先生認為，許多美國公司對品質的重視程度較低——他推測，部分原因是高階主管更多是財務專家，而不是擁有生產專業知識的高階主管。當被中階管理人員問及如何讓高階主管重視品質時，他給出的建議是：“祈禱情況變得更糟。”
朱蘭先生於2月28日在他位於紐約州萊伊的家中去世，享年103歲。他是繼W·愛德華茲·戴明之後，第二位將品質理念引入日本的美國人，戴明比他早幾年開始在日本推廣品質管理。戴明先生的貢獻主要體現在品質控制的統計方法上，而朱蘭先生則更重視品質管理的管理層面。
他喜歡「總有更好的方法，只是需要去尋找」這句格言。他認為，雖然生產更高品質的產品看似成本高昂，但往往可以透過減少維修和提升市場聲譽來收回成本。
朱蘭先生注意到，少數問題導致了大部分的品質投訴，因此他提出了“80/20法則”，即企業80%的問題源於20%的原因。管理層應該關注“關鍵少數”，而不是“無關緊要的多數”。他稱之為“帕累托原則”，這個原則源自於19世紀義大利經濟學家維爾弗雷多·帕累托。帕累托曾指出，義大利20%的人口擁有80%的財產。
尤蘭先生在明尼亞波利斯一間簡陋的油氈棚屋長大，他的父親是羅馬尼亞移民鞋匠，為了補貼家用，他開始走私私酒。在2004年出版的回憶錄《品質架構師》中，尤蘭先生寫道，到1924年從明尼蘇達大學畢業時，他已經做過16份工作，其中包括擔任《明尼阿波利斯星報》的國際象棋專欄作家。
畢業後不久，朱蘭先生便受聘於西部電氣公司位於伊利諾州西塞羅市的龐大霍桑工廠。在霍桑工廠，超過25,000名工人為西部電氣公司的母公司－美國貝爾電話公司生產電話設備。他最初被安排在投訴部門工作，後來成為一名檢驗員，負責管理當時最早一批採用統計方法的品質管制部門。
霍桑工廠是工業社會學的搖籃。 「人因工程」——關注溝通和疲勞等因素如何影響裝配線——就起源於此。
朱蘭先生講述了他如何運用學到的統計技術戰勝卡彭團夥經營的當地輪盤賭。當時在同一家工廠工作的還有戴明先生，但兩人直到20世紀40年代才相識。
二戰後，朱蘭先生移居紐約，在紐約大學擔任工業工程教授，同時也為包括吉列公司在內的多家企業提供諮詢服務，幫助其降低成本並優化刮鬍刀生產流程。
1951年，他出版了《品質控管手冊》。這本書使他聲名鵲起，最終銷量超過百萬冊。隔年，他離開紐約大學，在接下來的半個世紀裡擔任管理顧問，並撰寫了數十本關於品質管理的書籍。
他的品質控制管理理論主要圍繞著後來被稱為「朱蘭三部曲」的三大要素：計畫、控制和改進。其核心理念是建立一種以管理為主導的持續品質改進文化。
朱蘭先生深受美國一些大型企業的青睞——在他的回憶錄中，他提到了施樂公司、摩托羅拉公司、默克公司以及美國海軍——為此，他的飛行里程累計達數十萬英里。
在科珀公司（Kopper Co.）的典型案例中，該公司生產的活塞環大部分都存在點蝕問題。朱蘭先生仔細觀察生產過程後發現，有一位工人似乎特別擅長生產無點蝕的活塞環，於是安排他訓練其他工人。
在施樂公司，朱蘭先生發現，專注於資產負債表的管理層對客戶對功能豐富但故障頻傳的機器的不滿毫不知情。經過一次公司重組，問題得以解決後，公司新任董事長授予朱蘭先生獎項。
他曾在美國和海外為管理階層舉辦為期一週的務虛會。但通常情況下，他在美國本土的訓練對像是中階管理人員，而當他前往海外時，情況則截然不同。
REMEMBRANCES JOSEPH M. JURAN (1904 -- 2008)
約瑟夫·M·朱蘭
在「日本製造」標籤飽受嘲諷的年代，日本工業界欣然接受了西方關於如何改進產品的理念。經過數十年的努力，日本憑藉汽車和電子產品等高品質出口產品贏得了國際聲譽。
朱蘭先生認為，許多美國公司對品質的重視程度較低——他推測，部分原因是高階主管更多是財務專家，而不是擁有生產專業知識的高階主管。當被中階管理人員問及如何讓高階主管重視品質時，他給出的建議是：“祈禱情況變得更糟。”
朱蘭先生於2月28日在他位於紐約州萊伊的家中去世，享年103歲。他是繼W·愛德華茲·戴明之後，第二位將品質理念引入日本的美國人，戴明比他早幾年開始在日本推廣品質管理。戴明先生的貢獻主要體現在品質控制的統計方法上，而朱蘭先生則更重視品質管理的管理層面。
他喜歡「總有更好的方法，只是需要去尋找」這句格言。他認為，雖然生產更高品質的產品看似成本高昂，但往往可以透過減少維修和提升市場聲譽來收回成本。
朱蘭先生注意到，少數問題導致了大部分的品質投訴，因此他提出了“80/20法則”，即企業80%的問題源於20%的原因。管理層應該關注“關鍵少數”，而不是“無關緊要的多數”。他稱之為“帕累托原則”，這個原則源自於19世紀義大利經濟學家維爾弗雷多·帕累托。帕累托曾指出，義大利20%的人口擁有80%的財產。
尤蘭先生在明尼亞波利斯一間簡陋的油氈棚屋長大，他的父親是羅馬尼亞移民鞋匠，為了補貼家用，他開始走私私酒。在2004年出版的回憶錄《品質架構師》中，尤蘭先生寫道，到1924年從明尼蘇達大學畢業時，他已經做過16份工作，其中包括擔任《明尼阿波利斯星報》的國際象棋專欄作家。
畢業後不久，朱蘭先生便受聘於西部電氣公司位於伊利諾州西塞羅市的龐大霍桑工廠。在霍桑工廠，超過25,000名工人為西部電氣公司的母公司－美國貝爾電話公司生產電話設備。他最初被安排在投訴部門工作，後來成為一名檢驗員，負責管理當時最早一批採用統計方法的品質管制部門。
霍桑工廠是工業社會學的搖籃。 「人因工程」——關注溝通和疲勞等因素如何影響裝配線——就起源於此。
朱蘭先生講述了他如何運用學到的統計技術戰勝卡彭團夥經營的當地輪盤賭。當時在同一家工廠工作的還有戴明先生，但兩人直到20世紀40年代才相識。
二戰後，朱蘭先生移居紐約，在紐約大學擔任工業工程教授，同時也為包括吉列公司在內的多家企業提供諮詢服務，幫助其降低成本並優化刮鬍刀生產流程。
1951年，他出版了《品質控管手冊》。這本書使他聲名鵲起，最終銷量超過百萬冊。隔年，他離開紐約大學，在接下來的半個世紀裡擔任管理顧問，並撰寫了數十本關於品質管理的書籍。
他的品質控制管理理論主要圍繞著後來被稱為「朱蘭三部曲」的三大要素：計畫、控制和改進。其核心理念是建立一種以管理為主導的持續品質改進文化。
朱蘭先生深受美國一些大型企業的青睞——在他的回憶錄中，他提到了施樂公司、摩托羅拉公司、默克公司以及美國海軍——為此，他的飛行里程累計達數十萬英里。
在科珀公司（Kopper Co.）的典型案例中，該公司生產的活塞環大部分都存在點蝕問題。朱蘭先生仔細觀察生產過程後發現，有一位工人似乎特別擅長生產無點蝕的活塞環，於是安排他訓練其他工人。
在施樂公司，朱蘭先生發現，專注於資產負債表的管理層對客戶對功能豐富但故障頻傳的機器的不滿毫不知情。經過一次公司重組，問題得以解決後，公司新任董事長授予朱蘭先生獎項。
他曾在美國和海外為管理階層舉辦為期一週的務虛會。但通常情況下，他在美國本土的訓練對像是中階管理人員，而當他前往海外時，情況則截然不同。
REMEMBRANCES JOSEPH M. JURAN (1904 -- 2008)
Pioneer of Quality Control Kept Searching For 'A Better Way' to Make and Manage
In 1954, as Japan struggled to rebuild its shattered infrastructure and become a global economic power, Joseph M. Juran traveled to Tokyo to share some of America's savviest industrial know-how. He ended up finding quality improvement an easier sell in Japan than in the U.S.
Joseph M. Juran
At a time when the "Made in Japan" label invited mockery, Japanese industry readily adopted the Western ideas on how to improve its products. With decades of effort, the country developed an international reputation for high-quality exports including cars and electronics.
Mr. Juran thought many American companies were less interested in quality -- in part, he theorized, because upper management was dominated more by finance specialists than by executives with production expertise. When asked by middle managers how to get upper management interested in quality, he said his advice was, "Pray for things to get worse."
Mr. Juran, who died Feb. 28 at age 103 at his home in Rye, N.Y., was the second American to bring the gospel of quality to Japan, the first being W. Edwards Deming, who started a couple years earlier. While Mr. Deming's contributions were strongest in statistical methods for quality control, Mr. Juran focused more on the management part of the equation.
He liked the slogan, "There is always a better way; it should be found." Although producing higher-quality goods might seem costly, he argued, it could often pay for itself through fewer repairs and a better reputation in the marketplace.
Having noticed that a small number of problems produce most quality complaints, Mr. Juran formulated his "80-20" rule, which stated that 80% of a firm's problems stemmed from 20% of causes. Management should concentrate on the "vital few" rather than the "trivial many." He called it his "Pareto principle" after economist Vilfredo Pareto, a 19th-century Italian economist who noted that 20% of the population owned 80% of the property in Italy.
Raised in a tarpaper shack in Minneapolis, Mr. Juran was the son of a Romanian immigrant shoemaker who turned to bootlegging to supplement his income. In his 2004 memoir, "Architect of Quality," Mr. Juran writes that he held 16 jobs by the time of his 1924 graduation from the University of Minnesota, including chess columnist for the Minneapolis Star.
Soon after graduation, Mr. Juran was hired by Western Electric Co. at its mammoth Hawthorne Works manufacturing plant in Cicero, Ill. At Hawthorne, more than 25,000 workers made telephone equipment for Western Electric's parent, the American Bell Telephone Co. Hired to work in the complaints department, he became an inspector in what was in effect one of the first statistically based quality-control departments.
Hawthorne was a nursery for industrial sociology. "Human-factors engineering," which paid attention to how things such as communication and fatigue affected the assembly line, got its start there.
Mr. Juran told of using statistical techniques he learned to beat a local roulette wheel operated by the Capone gang. Also working at the same factory at the same time was Mr. Deming, but the two didn't meet until the 1940s.
After World War II, Mr. Juran moved to New York as a professor of industrial engineering at New York University, while also working as a consultant to companies including Gillette Co., where he helped cut costs while streamlining production of razors.
In 1951, he published the "Quality Control Handbook." The book made his reputation and eventually sold more than a million copies. He left NYU the next year and spent the next half-century as a management consultant, and was author of dozens of books about quality management.
His theory of quality-control management concentrated on what became known as the Juran Trilogy: planning, control and improvement. The idea was to create a management-led culture of continuous quality improvement.
In demand by some of the largest companies in the country -- in his memoirs, he citesXerox Corp., Motorola Inc., and Merck & Co., as well as the U.S. Navy -- Mr. Juran logged hundreds of thousands of air miles.
In a typical case, Kopper Co. had a problem with a large portion of the piston rings it manufactured, which came out pitted. By carefully observing the production process, Mr. Juran discovered that one particular worker seemed to have the knack of producing unpitted rings, and set him to training all the others.
At Xerox Mr. Juran said he found that senior managers, focused on balance sheets, were unaware of customer dissatisfaction with feature-rich machines that broke down too often. After a corporate shake-up remedied the problem, the comapny's new chairman gave Mr. Juran an award.
He gave week-long retreats for management in America and abroad. But where middle-level management was typically the audience at home, when he journeyed to Asia the chief executives sat in. As a result, he lamented, quality control in America tended to consist of a limited project, while abroad it was treated as an evolving process.
Mr. Juran felt that quality became a widespread management priority in America only in the 1980s. "A huge number of companies undertook initiatives, but only a tiny number of them succeeded," he told Fortune in 1999. Still, he was optimistic. Having witnessed the industrial history of most of the 20th century, he dubbed it the Century of Productivity. Next, he predicted, would come a Century of Quality.
In 1981, he was awarded Japan's Second Order of the Sacred Treasure, the highest honor the emperor bestows on foreigners. In his memoir he wrote that one of his great regrets was declining to allow the Japanese Union of Scientists and Engineers to name an award after him. The group did name a separate award after Mr. Deming.
Mr. Juran is survived by his wife, Sadie, who married him 81 years ago.
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