Joseph M. Juran在紐約大學NYU工學院的行政工程/工業工程學系當系主任，1945-1950，到1951年改為兼任。
據Juran之回憶錄，他利用探訪兒子的機會到 Peter Drucker的鄉下大學去拜訪他，並規勸他到大都會發展管理學。 Peter Drucker 於1950年到NYU企管學院GBA當管理學教授。
Joseph M. Juran 在NYU期間，1946年起創產業界主管參加的"主管圓桌會議"12屆，每期10周，每周開會一次，學員15人。
分3類：
1. 品管、以品質改善、降低成本為主，Juran 任主持人。
2. 工作簡化，生產力改善的核心工業工程技術，由大衛波特教授主持。
3. 高階主管特別感興趣的議題，由 Joseph M. Juran 和 Peter Drucker共同主持。
----參考： The Architect of Quality: Joseph M. Juran, 1904-2008, McGraw-Hill
Harry Lloyd Hopkins (August 17, 1890 – January 29, 1946) was one of Franklin Delano Roosevelt's closest advisers. He was one of the architects of the New Deal, especially the relief programs of the Works Progress Administration (WPA), which he directed and built into the largest employer in the country. In World War II, he was Roosevelt's chief diplomatic adviser and troubleshooter and was a key policy maker in the $50 billion Lend-Lease program that sent aid to the Allies. Hopkins dealt with "priorities, production. political problems with allies, strategy—in short, with anything that might concern the president."[1]
He was a firm supporter of China, which received Lend Lease aid for its military and air force. Hopkins wielded more diplomatic power than the entire State Department. Hopkins helped identify and sponsor numerous potential leaders, including Dwight D. Eisenhower.[14] He continued to live in the White House and saw the president more often than any other advisor.
Peter Drucker pointed to the example of Harry Hopkins, an adviser to Franklin D. Roosevelt during World War II. “A dying, indeed almost a dead man for whom every step was torment, he could only work a few hours every other day or so,” Drucker wrote of Hopkins. “This forced him to cut out everything but truly vital matters. He did not lose effectiveness thereby; on the contrary, he became, as Churchill called him once, ‘Lord Heart of the Matter’ and accomplished more than anyone else in wartime Washington.”
hc評：在【每日遇見杜拉克】(台北：天下文化，2005)中，將 ‘Lord Heart of the Matter’ 翻譯成"事情的真相"。 (頁35；1月15日)
Drucker的個案分析教學法：
case study 的哲學 (為什麼哈佛大學商學院的，缺點多多) 和實例，請參考：
Drucker, the man who invented the corporate society: Inside Drucker's Brain,By John J. Tarrant, Publisher Cahners Books, 1976杜魯克：開創企業社會的人，沈鑑治譯，香港：今日世界出版社，1984，第十三章 導師杜魯克：實例教育法中的人性
Dr. Deming的case study， 哲學：理論的用處。 參考他在紐約大學的MBA 講義。他的論文，也可能包含許多解決問題的個案，又可參考他的書，尤其是管理學上以【轉危為安】、【新經濟學】為主。 試思考一例：比較Apple公司和Facebook公司的中國市場開發
The UAW and General Motors reached a tentative agreement late Sunday said to include "significant wage gains and job security commitments," averting a strike minutes before the midnight deadline.
Local union leaders who make up the UAW National GM Council will meet in Detroit on Wednesday to discuss and vote on the agreement after which details will be released and members will have ratification votes across the country.
“We believe that this agreement will present stable long-term significant wage gains and job security commitments to UAW members now and in the future,” said UAW President Dennis Williams. “We look forward to presenting the details of these gains to local union leaders and the membership.”
The new four-year deal is expected to largely mirror the one ratified by Fiat Chrysler Automobiles on Thursday in terms of basic wages. In that agreement all workers can eventually reach a top pay of $29 an hour in eight years or less, eliminating the hated two-tier wage system.
There is also an expectation that items such as signing and performance bonuses, lump sum payments and profit sharing will be richer because GM is a larger, more profitable company.
But General Motors also must remain competitive with other automakers whose hourly labor costs are as much as $10 an hour lower. And while GM is registering strong profits, it is also committed to maintaining a 10% profit margin.
The UAW-GM bargaining committee said an agreement was reached at 11:43 p.m. Sunday. At 11:59 p.m. the old four-year agreement was set to expire.
Few details were released but the union statement said they "secured significant gains and job security protections."
"Your UAW-GM Bargaining Committee has secured significant gains and job security protections in a proposed Tentative Agreement with GM," the union announced.
The company was also pleased. "The new UAW-GM national agreement is good for employees and the business,” said Cathy Clegg, GM North America Manufacturing and Labor Relations vice president. “Working with our UAW partners, we developed constructive solutions that benefit employees and provide flexibility for the company to respond to the needs of the marketplace.”
"Terms of the four-year agreement are not being shared publicly to allow the International UAW to inform their membership about the agreement and conduct a ratification vote," the company said. "If ratified, the agreement would cover about 52,600 GM employees in the United States who are represented by the UAW."
UAW Vice President Cindy Estrada called the agreement transformative. “The significant gains in this agreement are structured in a way that will provide certainty to our members and create a clear path for all GM employees now and in the future. The agreement not only rewards UAW-GM members for their accomplishments, but it protects them with significant job security commitments.”
This contract negotiation represented the first opportunity for GM workers to strike since the automaker filed for bankruptcy in 2009 and the union gave up the right to strike until 2015 as a condition of government aid which was integral to restructuring the company,
UAW locals were making strike preparations in advance of the Sunday night deadline and workers were also being told to stay on the job unless told otherwise. The union could have chosen a U.S.-wide strike or a targeted one where select plants go down.
GM earlier this year announced $5.4 billion in planned investments in the U,S.
The UAW made a similar strike threat last week as it negotiated with Fiat Chrysler but the two sides reached an agreement just before the deadline and there was no walkout.
Contact Alisa Priddle: 313-222-5394 or apriddle@freepress.com. Follow her on Twitter @AlisaPriddle
What to look for in the GM-UAW agreement
1. Is the signing bonus larger than $4,000?
2. Is there a cap, or limit, on the percentage of Tier 2 workers GM can hire over the next four years?
3. Is there more for UAW retirees than the $1,000 voucher on a new vehicle that FCA offered?
4. Is there any change in the profit sharing formula?
5. Is there any new information about where future vehicles will be assembled?
BB: I’ve wanted to ask you about something. There were some real heavyweight professors at NYU Stern, and that wasn’t something I knew until I took your course. Do you feel that our students are aware of Stern’s impressive intellectual pedigree? People like your grandfather Joseph Juran, Drucker…DJ: And Deming. They promote professors, because we all know who won the Nobel and who was quoted in The Wall Street Journal. I guess part of this is that the school is known for finance and I would say Deming, Juran, and Drucker are more known for management and operations. So maybe because the school isn’t famous for that, it’s not what we promote. The truth is you have as blue chip a pedigree in my field at Stern as any university in the world. Nobody else has Drucker, Juran, and Deming. I suspect, maybe the saddest one is Drucker because he was the most general of the three. He’s talking about things that every business person should think about and we don’t talk about him enough. I’m going to mention him tomorrow; I have these people coming in from Liquidnet. It’s an alternative way to trade stocks. They have a partnership with Stern where we are creating a customized MBA. We give them everything they can fit into 48 hours. BB: It’s funny you bring that up, because I remember loving your lecture on how you invest.DJ: The Lazy Portfolio? BB: Yeah, it hit home for me repeatedly during my education how much of a waste of time it is for even most MBAs to think they can consistently beat the market.DJ: Most people investing don’t trust themselves so they hire an investor because they don’t really have confidence in their own thinking. That’s a problem for most people. Stern students tend to have the opposite problem, where they have too much confidence in their own thinking. There’s nothing to say that the average trader isn’t as smart as the average Stern MBA. So what can you do that these people can’t? They spend all day doing it and you can be as good but you’re busy, and the next best thing is to be participating. I can do my own analysis of betas and correlations and run solver. I don’t think I’m smarter than the market, I don’t think I ever will be, I don’t try to be. So what of yourself do you trust? People who know [about personal investing], and I’m not one of them, say that using different index funds is what you should do. Ride the market, don’t try to beat it.
Pioneer of Quality Control Kept Searching For 'A Better Way' to Make and Manage
By
STEPHEN MILLER
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.
