昨臨睡前看齊克果....孟祥森是最早認真研讀翻譯的...
我或許想過 如何還有生意怎樣的做法....
半夜雨聲早上昏沈 去買東西9點多填肚子 有羊奶喝了拉肚子
yy昨晚有買些東西 所以中午多吃些.
臉書開始有爭議:暴民討厭馮光遠.
研讀Soyinka的詩---我那兩句對聯是否over-translated...
摘索因卡詩一段寄 大埔事件"拆政府" 2013年8月18臺北凱道:
They were but gourds for earth to drink therefrom非豐祭而是人慾橫流之恆嘔
損益計算時但留殘渣棄佳釀
No feast but the eternal retch of human surfeit
No drinking but dregs at reckoning of loss and profit
The laden trucks, mirage of breath and form
Unbidden offering on the lie of altars
A crop of wrath when hands retract nd reason falters
No feast but the eternal retch of human surfeit
No drinking but dregs at reckoning of loss and profit
Let nought be wasted, gather up for the recurrent session
Loves of lead, lusting in the sun's recession.
---IKEJA, Friday, Four O'clock ( October '66) Idanre: & other poems (1967,p.49) by Wole Soyinka,
- fadeout, jive, tangy, bootless, cutlery, acerbic, ...
- alert, sharp-worded, heads up, refreshingly vivaci...
- yore, talisman, pull rank, unwelcome, escapade, za...
- debauched, leave out, leave no stone unturned,"div...
- undercut, beef up, enhance, undersell, Icarus,
- burlesque, extravaganza, pestle, inextricable
- muddle, muddle through, task, daunting, looter, bu...
- rend, asunder
- 誰是內行人? 趕快告訴我們!
內行人看門道: 上周 "Google當機5分鐘"/ 本周一Amazon 網站當機40分鐘 損失5百萬
http://hcgoogle.blogspot.tw/2013/08/google5.html - Moment of Truthiness By PAUL KRUGMAN
除了內文的黨派心理學----建議讀者起碼再學些英文
http://hcasia.blogspot.tw/2013/08/moment-of-truthiness-by-paul-krugman.html - But as for me, my limbs are rent
Because I clasped the clouds as mine.
---The Laments of an Icarus
1889.3.11 Journals by Gide 引用過. 通行版{惡之華}待查
讀 IIBM公司周新聞及IBM Rochester still favors quality一文有感
我用IBM作關鍵字每周追此公司一次.
本周綜述上周說該公司買一家以色列網路安全公司 想多往此方向發展.
IBM 從美國政府取得一個十億元的"雲"項目---另一條"新聞"說
某退職員工說該公司誇大其雲事業大小......
剩下一有趣的關於品質專業的報導: 在新進20幾歲新員工
從來沒聽過IBM Rochester 廠區在1990取得美國"國家品質獎"是什麼玩藝?
以及該廠區的組織和產品*製程"等大幅改變的情況下
他們如何採取由上而下--統一的追蹤管理......
"每個新產品都比上一個更好"之挑戰
IBM Rochester still favors quality
Posted: Wednesday, August 14, 2013 8:24 am | Updated: 10:12 am, Wed Aug 14, 2013.The processes and products have changed, but the goal remains the same for IBM Rochester, 23 years after winning a prestigious quality award.
The Malcolm Baldrige National Quality Award won by the Rochester campus in 1990 is still prominently displayed today. That award was established by Congress and is presented annually by the president of the United States to organizations that demonstrate quality and performance excellence.
Today's IBM is very different than the one which won that honor, though local professionals still work to keep the computer giant focused on quality products and customer service.Two Rochester executives — David Peter, client care operations manager, and Diane Mitchell, systems and technology group quality management system team lead — discussed IBM's approach Tuesday at the monthly meeting of southeastern Minnesota chapter of the Performance Excellence Network.
"Most employees today, most are in their 20s, don't know what Baldrige is about," says Peter.
IBM's structural changes since 1990 mean Rochester is no longer a self-contained campus with its own complete development, procurement and manufacturing department.
Instead of being a single entity, about 20 worldwide divisions have presences in Rochester, Peter said.
That means tracking processes now extend far beyond the Rochester city limits."I have employees working in five different states," says Peter, who focuses on client satisfaction.
When it comes to manufacturing, Mitchell's small team conducts ISO (International Organization for Standardization) audits and works with 25 locations in 13 countries."We adding three more (locations) in 2014 and they're all in China," she said.
However, Mitchell says all of those far-flung sites use the same manual and a single website, when tracking their product and process standards.
IBM's top-down quality framework means "Everyone is speaking the language," says Peter.
The scale has dramatically changed since 1966, but the IBM standard for the introduction of a new generation of a hardware or software product remains the same as it did back then.
"Every product must have better quality than previous product it is replacing," he says. "It sounds simple, but it really isn't."
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