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Deming's 14 pointsby Phil CohenW Edwards Deming was an American statistician who was credited with the rise of Japan as a manufacturing nation, and with the invention of Total Quality Management (TQM). Deming went to Japan just after the War to help set up a census of the Japanese population. While he was there, he taught 'statistical process control' to Japanese engineers - a set of techniques which allowed them to manufacture high-quality goods without expensive machinery. In 1960 he was awarded a medal by the Japanese Emperor for his services to that country's industry.Deming returned to the US and spent some years in obscurity before the publication of his book "Out of the crisis" in 1982. In this book, Deming set out 14 points which, if applied to US manufacturing industry, would he believed, save the US from industrial doom at the hands of the Japanese.Although Deming does not use the term Total Quality Management in his book, it is credited with launching the movement. Most of the central ideas of TQM are contained in "Out of the crisis".The 14 points seem at first sight to be a rag-bag of radical ideas, but the key to understanding a number of them lies in Deming's thoughts about variation. Variation was seen by Deming as the disease that threatened US manufacturing. The more variation - in the length of parts supposed to be uniform, in delivery times, in prices, in work practices - the more waste, he reasoned.From this premise, he set out his 14 points for management, which we have paraphrased here:1."Create constancy of purpose towards improvement". Replace short-term reaction withlong-term planning.2."Adopt the new philosophy". The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so.3."Cease dependence on inspection". If variation is reduced, there is no need to inspect manufactured items for defects, because there won't be any.4."Move towards a single supplier for any one item." Multiple suppliers mean variation between feedstocks.5."Improve constantly and forever". Constantly strive to reduce variation.6."Institute training on the job". If people are inadequately trained, they will not all work the same way, and this will introduce variation.7."Institute leadership". Deming makes a distinction between leadership and mere supervision. The latter is quota- and target-based.8."Drive out fear". Deming sees management by fear as counter- productive in the long term, because it prevents workers from acting in the organisation's best interests.9."Break down barriers between departments". Another idea central to TQM is the concept of the 'internal customer', that each department serves not the management, but the other departments that use its outputs.10."Eliminate slogans". Another central TQM idea is that it's not people who make most mistakes - it's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive.11."Eliminate management by objectives". Deming saw production targets as encouraging the delivery of poor-quality goods.12."Remove barriers to pride of workmanship". Many of the other problems outlined reduce worker satisfaction.13."Institute education and self-improvement".14."The transformation is everyone's job".Deming has been criticised for putting forward a set of goals without providing any tools for managers to use to reach those goals (just the problem he identified in point 10). His inevitable response to this question was: "You're the manager, you figure it out.""Out of the crisis" is over 500 pages long, and it is not possible to do full justice to it in a 600 word article. If the above points interest you, we recommend the book for further information.。
2021年全国硕士研究生入学统一考试英语（一）真题及答案解析（完整版）SectionⅠUse of EnglishDirections:Read the following text.Choose the best word(s)for each numbered blank and mark A,B,C or D on the ANSWER SHEET.(10points)Fluid intelligence is the type of intelligence that has to do with short-term memory and the ability to think quickly,logically,and abstractly in order to solve new problems.It1in young adulthood,levels out for a period of time,and then2starts to slowly decline as we age.But3aging is inevitable,scientists are finding out that certain changes in brain function may not be.One study found that muscle1oss and the4of body fat around the abdomen are associated with a decline in fluid intelligence.This suggests the5that lifestyle factors might help prevent or6this type of decline.The researchers looked at data that7measurements of lean muscle and abdominal fat from more than4,000middle-to-older-aged men and women and8that data to reported changes in fluid intelligence over a six-year period.They found that middle-aged people9higher measures of abdominal fat10worse on measures of fluid intelligence as the years11.For women,the association may be12to changes in immunity that resulted from excess abdominal fat;in men,the immune system did not appear to be13.It is hoped that future studies could14these differences and perhaps lead to different15for men and women.16there are steps you can17to help reduce abdominal fat and maintain lean muscle mass as you age in order to protect both your physical and mental18.The two highly recommended lifestyle approaches are maintaining or increasing your19of aerobic exercise and following Mediterranean-style20that is high in fiber and eliminates highly processed foods.1.[A]pauses[B]return[C]peaks[D]fades2.[A]alternatively[B]formally[C]accidentally[D]generally3.[A]while[B]since[C]once[D]until4.[A]detection[B]accumulation[C]consumption[D]separation5.[A]possibility[B]decision[C]goal[D]requirement6.[A]delay[B]ensure[C]seek[D]utilize7.[A]modified[B]supported[C]included[D]predicted8.[A]devoted[B]compared[C]converted[D]applied9.[A]with[B]above[C]by[D]against10.[A]lived[B]managed[C]scored[D]played11.[A]ran out[B]set off[C]drew in[D]went by12.[A]superior[B]attributable[C]parallel[D]resistant13.[A]restored[B]isolated[C]involved[D]controlled14.[A]alter[B]spread[C]remove[D]explain15.[A]compensations[B]symptoms[C]demands[D]treatments16.[A]Likewise[B]Meanwhile[C]Therefore[D]Instead17.[A]change[B]watch[C]count[D]take18.[A]well-being[B]process[C]formation[D]coordination19.[A]level[B]love[C]knowledge[D]space20.[A]design[B]routine[C]diet[D]prescription1.【答案】C peaks【解析】此处考察词义辨析+句间逻辑关系。
黑龙江省普通高中2021-2022学年学业水平合格性考试英语模拟练习题（一）一、听力选择题1. Where does the conversation probably take place?A．In a bookstore.B．In a library.C．In a hotel.2. Where does the conversation probably take place?A．In a bakery.B．In a zoo.C．In a restaurant.3. What will Jack do next?A．Collect some information.B．Discuss with some students.C．Get the woman’s opinion.4. What is the man going to do tomorrow?A．Prepare for a test.B．Study with Jennifer C．Take an oral test.5. What's the possible relationship between the speakers?A．Husband and wife.B．Boss and secretary.C．Customer and saleswoman.二、听力选择题6. 听下面一段较长对话，回答以下小题。
1. How many persons planned to spend the weekend with the man?A．Three.B．Two.C．Four.2. Why can’t the woman go to Disneyland this weekend?A．She has to prepare for a test.B．She plans to see some old friends.C．She wants to get some rest at home.3. With whom will the man probably spend the weekend?A．Tom.B．Mike.C．Sam.7. 听下面一段较长对话，回答以下小题。
第八組心得報告「全面品質管理：追求六標準差」一、何謂品質(Quality)？（一）理論學說1.Deming ：品質是由顧客來衡量，是要滿足顧客需求，讓顧客滿意的。
2.Juran(1974)：品質是符合使用，是由使用者來評價的。
3.Crosby(1979)：品質是符合於要求的。
4.Shetty & Ross(1985)：品質是商品或服務能滿足顧客需求之能力。
5.Culp, Smith & Abbott(1993)：品質是由做對事情及準時第一次就做好之結果，於是能滿足顧客之期望與需要。
6.日本工業標準(JIS Z8101)：品質是所有特性的全部，包括決定商品或服務是否能滿足使用者之目的的績效。
7.ISO 9000：品質是商品或服務之所有具有能滿足明確的或隱含的需要之能力的特性、特質的全部。
8.Dale Besterfield (1999) 定義品質為「滿足或超越顧客期望的最佳產品或服務」。
他以下述公式表示，，如果比值大於1.0，則表示顧客對該產品∕服務滿意。
（二）戴明14項品管要項(Demi ng’s 14 points to qualtiy)1.應不斷改進產品及服務之水準，作為永續經營的目標。
2.經常吸取古今中外嶄新理念或哲理來經營企業。
3.需為了品質經營管理，而採取監督員工的手段。
4.不以價格導向作為企業經營之單一方式，但可靈活運用聯合採購及統籌招標來大幅降低成本。
5.我們必須持續地、不斷地、永恆地努力檢討計畫、產品及服務中的每固工作環節之過程有何瑕疵。
6.建立同仁在職教育及訓練計劃之管道。
7.學習並實踐領導統御之最高藝術。
8.驅除員工面臨挑戰時的恐懼。
9.拆除科室間本位主義的籓籬。
10.揚棄教條式的口號及標語。
11.避免追求遙不可及的數字目標，而應循序漸進、腳踏實地地逐步檢討及改進工作之過程及整體之流程。
12.廢除年終考績制度，因為評定差等容易剥奪人性之尊嚴及工作之價值感。
13.推行嚴密的自我教育、自我訓練及自我提昇的課程。
第37卷第5期2007年9月浙江大学学报(人文社会科学版)Journal of Zhejiang U niversity(H um anities and Social Sciences)Vol.37,No.5Sep.2007[收稿日期]2007204218[本刊网址・在线杂志]http :///soc[基金项目]教育部人文社科重点研究基地重大项目(02J AZ J D740019)[作者简介]1.黄笑山(19532),男,湖南湘潭人,浙江大学汉语史研究中心、语言与认知研究中心教授,博士生导师,博士,主《经典释文》重纽反切的统计及结构特点黄笑山,李秀芹(浙江大学汉语史研究中心,浙江杭州310028)[摘 要]用反切比较法和反切结构分析法重新统计观察《经典释文》首音中重纽反切,可以发现《经典释文》首音重纽反切结构具有两条规律:(1)用A 或B 类切上字时,切上字决定被切字的重纽归属;(2)切下字的声母类型可以区分被切字的重纽归属。
按A 、B 类上字和非A 、B 类上字分别考察《经典释文》的重纽反切,仅有0.9%的反切不能区分重纽,这跟前贤认为《经典释文》不能清楚地区分重纽的看法大不相同。
区分重纽时,规律1先于规律2起作用,但A 、B 类上字的区分率(45.13%)远远低于下字声母的区分率(95.80%)。
因此,规律2是反映重纽的语音内涵的主要规律,规律1是反切和谐的表现。
[关键词]《经典释文》;重纽;反切;数量统计;结构特点[中图分类号]H11 [文献标志码]A [文章编号]1008-942X (2007)05-0134-10On the N e w Data and Structural Features of ChongniuUsed in Classics Annot ated a nd GlossedHUAN G Xiao 2shan ,L I Xiu 2qin(Research Center f or the History of Chinese L anguage ,Zhejiang University ,Hangz hou 310028,China )Abstract :It is academically recognized t hat t he first 2glo ssed sound according to t he fanqie spelling (t he ancient met hod of demonst rating t he pronunciation of a Chinese character by using two ot her Chinese characters )is t he standard sound accepted in Cl assics A nnot ated and Glossed (J i ng di anS hi w en )p repared by L u Deming ,a famous Chinese p honologist in t he Tang dynasty.Based onall t he first fanqi spellings of chongniu in J i ng di an S hi w en t he aut hors have newly listed and on t he statistical analyses t hey have made of t he relationship between t he categories of upper spellings and t heir spelled words as well as of t he relationship between t he categories of lower spellings and t heir spelled words by comparing t he fanqie st ruct ure wit h t he corresponding itemsin Qiey un (《切韵》),t his paper concludes t hat t here are only 0.9%of fanqies which cannot distinguish t he cho ngniu doublet s.And t his conclusion is quite different f rom t ho se reached by ot her scholars who believe t hat t he fanqie in J i ng di an S hi w en could not clearly distinguish t he chongniu doublet s.We have found two laws concerning t he struct ure of chongniu fanqie in J i ng di an S hi w en :(1)The law of t he upper spelling ,which belongs to t he Type A and Type B t hat can represent t he chongniu category of t he spelled words.(2)The law of t he lower spelling ,t hat is ,t he initial class of t he lower spellings hint s t he chongniu category.The first law means t hat wecan know t he chongniu category if we know t he upper spelling belongs to Type A (t he fourt h division cho ngniu final )or Type B (t he t hird division chongniu final ),whatever t he lower spelling is.Specifically ,when t he upper spelling is Type B ,t he spelled word belongs to t he t hird division chongniu final ;and when t he upper spelling is Type A ,t he spelled word belongs to t he fourt h division chongniu final.When t he upper spellings are Type A or Type B ,t here are more t han 99.51percent of upper spellings t hat can rep resent t he category of chongniu.But t here are no more t han 1645fanqies of t his kind ,only accounting for 45.13percent of t he total 3645chongniu fanqies.That is to say ,t he law of t he upper spelling could only f unction properly in less t han half of t he chongniu fanqies.The second law means t hat we can know t he category of chongniu according to t he initial class of t he lower spellings ,whatever t he upper spelling is.Specifically ,when t he lower spelling is a Type A or a fourt h division word ,or it s initial is Y i (以)or belongs to t he Jing group (精组)or Zhang group (章组),t he category of t he chongniu must be t he fourt h division final.On t he ot her hand ,when t he lower spelling is a Type B or Type C (wit h velar or glottal initial )word ,or it s initial is Yun (云)or Lai (来)or belongs to t he Zhi group (知组),t he category of t he cho ngniu must belo ng to t he t hird division chongniu final.There are 3530fanqies of t his kind ,accounting for more t han 96.84percent of t he total 3654chongniu fanqies.The said two laws have t hese characteristics :in identifying t he chongniu ,t he law of t he upper spelling operates p rior to t he law of t he lower spelling.Nevert heless ,chongniu doublet s act ually do not tend to choose t he Type A or Type B words as t heir upper spellings.More t han half of t he chongnius are not distinguished on t he upper spellings ,which ,leading to t he lower spelling ,far exceeds t he upper spelling in quantity and rate.Therefore ,t he law (2)is t he main law ,and reflect s t he p honetic connotation of chongniu ,while t he law (1)just reflect s t he harmony of t he upper spelling and t he lower spelling.Therefore ,we come to t he conclusion t hat Type B (t he t hird division chongniu final )is different form Type A (t he fourt h division chongniu final )in chongniu doublet s because t hey have different medials.K ey w ords :Cl assics A nnotated an d Glossed (J i ng di an S hi w en );chongniu ;fanqie ;statistics ;struct ural feat ures关于《经典释文》(以下简称《释文》)的重纽,周法高[1]、邵荣芬[2]、沈建民[3]等人已作过专门研究,但是由于各人对重纽反切的观察角度、数据的处理方法以及对舌齿音的分类看法的不同,故所得结论分歧很大。
第四单元测评第一部分听力(共两节,满分30分)第一节(共5小题;每小题1.5分,满分7.5分)听下面5段对话。
每段对话后有一个小题,从题中所给的A、B、C三个选项中选出最佳选项。
听完每段对话后,你都有10秒钟的时间来回答有关小题和阅读下一小题。
每段对话仅读一遍。
1.Where does the conversation probably take place?A.At a teahouse.B.At a supermarket.C.At a restaurant.2.What are the speakers doing at the moment?A.Watching a match.B.Looking at a poster.C.Deciding to join a team.3.How many days does the woman work in a week?A.About four days.B.Nearly five days.C.Almost six days.4.When was the wedding?A.In June.B.In January.C.In July.5.What’s the probable relationship between the two speakers?A.Classmates.B.Neighbours.C.Colleagues.第二节(共15小题;每小题1.5分,满分22.5分)听下面5段对话或独白。
每段对话或独白后有几个小题,从题中所给的A、B、C三个选项中选出最佳选项。
听每段对话或独白前,你将有时间阅读各个小题,每小题5秒钟;听完后,各小题将给出5秒钟的作答时间。
每段对话或独白读两遍。
听第6段材料,回答第6、7题。
6.Where does the conversation probably take place?A.In the street.B.In the schoolyard.C.In the library.7.Where is the woman going?A.To the library.B.To the registration office.C.To the lecture theatre.听第7段材料,回答第8、9题。
DEMING’S 14 POINTS(The Guide for transforming Japan into a World Power)Steve Krar Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs by reducing waste, rework, staff attrition and litigation while increasing customer loyalty. The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces.The Deming System of Profound Knowledge™The prevailing style of management must undergo transformation; a system cannot understand itself. The transformation requires a view from outside that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in.The first step is transformation of the individual; this transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will see new meaning to their life, to events, to numbers, to interactions between people. Once the individual understands the system of profound knowledge, they will apply its principles in every kind of relationship with other people. They will have a basis for judgment of their own decisions and for transformation of the organizations that they belongs to.The 14 points for management in industry, education, and government follow naturally as application of this outside knowledge, for transformation from the present style of Western management to one of optimization. The various segments of the system of profound knowledge proposed here cannot be separated; they interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation.A manager of people needs to understand that all people are different. This is not ranking people. The manager needs to understand that the performance ofanyone is governed largely by the system that they work in, the responsibility of management.The System of Profound Knowledge™ is the basis for the application of Deming's famous 14 Points for Management:1. Create constancy of purpose for the improvement of product and service,with the aim to become competitive, stay in business, and provide jobs. The problems of the future command first and foremost constancy of purpose and dedication to improvement to keep the company alive and to be able to provide jobs for their employees.2. Adopt a new philosophy of cooperation (win-win) in which everybodywins and put it into practice by teaching it to employees, customers and suppliers. We can no longer tolerate commonly accepted mistakes, defects, wrong material or people on the job for which they are not suited.3. Cease dependence on mass inspection to achieve quality. Instead,improve the process and build quality into the product in the first place.Inspection to improve quality is too late after the product has been manufactured.4. End the practice of awarding business on the basis of price tag alone.Instead, minimize total cost in the long run. Move toward a single supplier for any one item, based on a long-term relationship of loyalty and trust.5. Improve constantly, and forever, the system of production, service,planning, of any activity. This will improve quality and productivity and thus constantly decrease costs.6. Institute training for skills: Management needs training to learn about thecompany, all the way from incoming material and the steps it goes through before the finished product is shipped to the customer.7. Adopt and institute leadership for the management of people,recognizing their different abilities, capabilities, and aspiration. The aim ofleadership should be to help people, machines, and gadgets do a better job.Leadership of management is in need of overhaul, as well as leadership of production workers.8. Drive out fear and build trust so that everyone can work more effectively.No one can put in their best performance unless they feel secure. Secure means without fear, not afraid to express ideas, not afraid to ask questions.9. Break down barriers between departments. Abolish competition and builda win-win system of cooperation within the organization. People in research,design, sales, and production must work as a team to foresee problems of production and use that might be encountered with the product or service. 10. Eliminate slogans, exhortations, and targets asking for zero defects or newlevels of productivity. Such displays only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.11. Eliminate numerical goals, numerical quotas and management byobjectives; substitute leadership. Work standards, rates, incentive pay and piecework are signs of the inability to understand and provide appropriate supervision.12. Remove barriers that rob people of joy in their work. This will meanabolishing the annual rating or merit system that ranks people and creates competition and conflict.13. Institute a vigorous program of education and self-improvement. Peoplerequire in their work more than just money, they must be given the opportunity for ever-broadening opportunities toad something to society, materially and otherwise.14. Put everybody in the company to work to accomplish the transformation.Management in authority will take pride in their adoption of the new philosophy and their responsibilities. The transformation is everybody's job.。
