The 10 Biggest Quality Mistakes 质量工作十大错误

One of the most effective ways to improve is to learn from other people’s mistakes. Experience has taught me that there are plenty of mistakes out there to learn from. The trick is to recognize them and understand what to do instead. Unfortunately, I keep seeing the same mistakes over and over. They aren’t mistakes because they violate a standard such as ISO 9001; they’re mistakes because they violate good sense. Let’s examine the 10 most common quality mistakes and see how they can be corrected.
改进最有效的的方式之一是从别人的错误中学习。经验已经教我有太多太多的错误值得学习。关键是识别这些错误然后晓得该怎么做。不幸的是，你常常看到同样的错误在不断的重复着。错误不能称其为错误，不是因为违反了ISO9001之类的标准，而是违反了自身的判断力。让我们琢磨一下十大典型错误以及如何纠正。
1. Limiting quality objectives to traditional quality topics 在传统质量问题上限定质量目标
The term “quality objective” is an unfortunate one. It introduces subjectivity (i.e., quality) into a subject that should be quite clear (objectives). A much better term would simply be “measurable objectives” because that requires less interpretation. The word “quality” clouds the issue and makes many people want to narrow the focus of what a quality objective can be.
“质量目标”一词很不恰当。它把主观概念（即质量）引入到应该非常清晰（客观）的实物中。较好一点的词是“可测量的目标”，因为不需要太多的解释。而“质量”一词混淆了问题，使得许多人想要缩小质量目标的关注范围。
The truth is that quality is reflected in everything an organization does, and a quality objective can be anything measurable that relates to the organization’s success. A quality objective might relate to finances, customer feedback, safety, efficiency, speed or innovation. All these attributes relate to quality in one way or another. When selecting quality objectives, organizations should examine what matters most to their success. Whether the resulting measure is tied to traditional quality control or quality assurance is irrelevant.
事实是质量反映组织所做的每一件事，而且质量目标可以是与组织成功有关的可测量的任何方面。质量目标可能与融资、顾客反馈、安全、效率、速度或发明相关。所有这些属性都与质量有着千丝万缕的联系。在选择质量目标时，组织应考虑什么对其成功密切相关。是把作为结果的测量关联到传统质量控制还是质量保证是无关的。
2. Holding infrequent management reviews 主持为数不多的管理评审
Management review is the process used by top management to analyze data, make decisions and take action. Ideally, it’s a preventive process because data should indicate threats before they blossom into full-blown problems. If top managers are unable to analyze data proactively and prevent problems, then they’re not doing their jobs. Holding management reviews once or twice a year ensures that actions taken won’t be preventive. Only through timely and frequent data review can actions be preventive. Once or twice a year won’t cut it.
管理评审是最高管理者用来分析数据、作出决定和采取行动的过程。理想的管理评审是预防过程因为数据在成为既成事实之前就显示出了征兆。如果最高管理层不能提早分析这些数据并阻止问题的发生，那么他们将失职了。每年举行1到2次管理评审不能保证采取预防措施。只有通过定期经常性的数据评审，才能实现预防作用。每年举行1到2次管理评审不起作用。
Many people argue that their organizations already review data on a weekly and monthly basis. This means that management review is still after the fact; the decisions have already been made. Management review must be included in existing meetings. Instead of a twice-yearly dog-and-pony show, cover the inputs and outputs of management review as they occur naturally during existing meetings. After a month or two, you’ll have addressed all the required inputs and outputs. Using this approach, you’ll have information that’s timely and resulting actions that are preventive. Another advantage is that you dispense with the need for long, laborious management reviews. They happen in a smooth and effective manner that’s much more likely to drive improvements.
许多人争辩组织已在每周每月进行数据评审了。就是说管理评审仍然是事实发生后才进行决策的。管理评审必须包含在公司现行的例会中，而不是一年两次的盛大表演。把管理评审的输入和输出自然而然地融入现行的例会中，一二个月后，你就涉及了所有标准要求的输入和输出。利用此方法，你就获得及时信息，并实施具有预防作用的措施了。另一个优点是把费时费力的管理评审分散开，分配到例会中。这样，就在平稳有效的方式下进行管理评审，从而更有可能推动改进工作。
3. Sending out long, complex customer surveys 发出冗长而复杂的顾客调查问卷
The days of the long and complicated customer survey are over. People don’t have time to complete them. Even when organizations design shorter surveys, the questions are often confusing and fraught with interpretation problems. The scales that accompany the questions are often unbalanced and illogical. As a result, organizations end up with a small amount of valid data. Better to have no data at all than data that could lead you in the wrong direction.
那种冗长而复杂的顾客调查问卷已经一去不复返了。人们没时间填完它。即使组织设计了较短的问卷，问题本身也经常是模糊的充满了多重解释的问题。问题所附带的分值也经常是不均衡和不合逻辑的。其结果是组织得到一少部分有效的数据。没有这些数据也比把你带到沟儿去的数据要好。
Instead of a survey, why not simply ask your customers what they like and dislike? Don’t limit their responses to survey topics. Let your customers dictate the content of their feedback in response to open-ended questions. Few are more powerful than the following: What do you like? What don’t you like? What would you like to see different in the future? Open-ended feedback is also much easier to understand and take action on. A customer- satisfaction index of 3.8 is hard to interpret. On the other hand, seven out of 10 customers telling you that your Web site is confusing is very easy to interpret.
除调查表外，为什么不能简简单单地问问顾客喜欢什么不喜欢什么呢？在调查主题上不要给顾客的回答设限。让顾客口述对问题自由回答。没有什么比以下问题更有力的了：你喜欢什么？你不喜欢什么？今后你想看到的变化是什么？同时可自由回答的反馈信息更容易被理解和采取行动。3.8分值的顾客满意指数是很难解释的。而，10个顾客中7个告诉你告诉的网站让人看了糊涂是非常容易解释的。
4. Assuming everyone knows what “nonconforming” looks like 假设每个人都知道不合格像什么
When I visit organizations, one of my favorite questions is, “Where do you put the nonconforming products?” Control of nonconforming products is one of the most basic kinds of controls, and it speaks volumes about the rest of the controls embraced by the organization. Unfortunately, where I often find nonconforming products is wherever someone decided to leave them. They’re not uniquely identified, either. In other words, nonconforming products are treated no differently than any other products. When I ask why this is happening, the most common answer I get is, “Because everyone knows that’s nonconforming.” No, they don’t. No matter how nonconforming a product is, there will be someone who won’t recognize it as such. The stories of bent, broken and blown-up products that somehow got used anyway aren’t urban legends. They’re true.
在我参观组织时，我最喜欢的问题之一是“你们把不合格品放在哪儿？”不合格品的控制是所有中最基本的，足以说明这个组织其它方面的控制了。不幸的是，我经常发现处置不合格品的地方就是某人决定丢弃这些不合格品的地方。不合格品也没有被进行唯一性识别。换句话说，不合格品的处置与其它产品没什么两样。当我问为什么会这样时，最常见的回答是“因为每个人都知道那是不合格品”。不对，他们不知道。无论一件产品多么的不合格，总有人不认为那是件不合格品。有些人以某种方式使用弯曲的，破损的和毁坏的产品，这样的事不是神话。是真事儿。
Smart organizations positively identify all nonconforming products, and really smart organizations segregate them to remove all chance of accidental use. Error-proof your control of the nonconforming product process so that nobody has to assume anything.
聪明的组织积极识别所有不合格品，并且将其分离，避免非预期使用的机会。对不合格品进行防错控制不给人留下可乘之机。
5. Failing to use the corrective action process 未能采取纠正措施
Corrective action is the systematic way to investigate problems, identify their causes and keep the problems from happening again. Nobody wants problems, but it’s essential to have a way of dealing with them when they come up. The more the corrective action process is used, the better the organization gets at addressing its risks and problems. That’s why I’m astounded when I hear about organizations that avoid using their corrective action processes. Of course, I always ask why they’re doing this, and I often get one of these answers:
纠正措施是全方位的方式来研究问题，究其原因并保证问题不再发生。某人需要出现问题，但当问题出现时，起码得有个办法来解决它。采取纠正措施越多，组织就越能注意风险和问题。这就是为什么但我听到组织避免使用纠正措施时晕倒的原因。当然，我经常问他们为什么这样做，我经常得到的答案是：
• Corrective action isn’t effective for large problems. 纠正措施对大问题无效。
• Corrective action isn’t effective for small problems. 纠正措施对小问题无效。
• Nobody understands root cause. 没人了解根本原因。
• Our problem-solving tools are confusing. 不理解解决问题的工具
• Our procedure requires too much paperwork. 工作程序需要填写太多的表格
• Corrective action takes too long. 纠正措施耗费太长的时间
• I hate our corrective action form. 我讨厌纠正措施表格
• Top management frowns on corrective action because it means that someone screwed up. 最高管理层对纠正措施呲之以鼻，因为它把人搞的一团糟。
These aren’t corrective action problems but problems with the organization’s approach to corrective action. An effective corrective action process is typically seamless, simple and intuitive. The whole point is to add a little structure to problem solving, not to create additional bureaucracy.
这不是纠正措施的问题，而是组织使用纠正措施的问题。一个有效的纠正措施过程是无缝的，简单且直观。其要点是给解决问题增加一点点组织机构，而不是产生额外的官僚机构。
Here are some hints to make your corrective action process more user friendly and effective:
• Strip it down to the essentials. A corrective action must clearly describe the problem, how it’s caused, actions taken to remove the causes, results of actions taken and how the actions were effective. Only include additional elements when you can prove that they add value.
• Remove all jargon from the process. Strange words only discourage people from using the process.
• Don’t insist on a raft of signatures . It’s not necessary for half the management staff to sign off on every corrective action.
• Remove paper from the process as much as possible. Use electronic media to track corrective actions.
• Communicate corrective actions widely. When people see that corrective actions accomplish something, they’re much more likely to participate in the process.
• Provide problem-solving tools, but give people some discretion in their use . If your procedure requires a failure mode and effects analysis to be completed for every corrective action, it will probably discourage people from starting corrective actions.
• Use teams for corrective actions whenever possible. This gives people experience in the process and also increases the effectiveness of most solutions.
以下是使纠正措施更容易使用、更有效的提示：
• 拨开疑雾直至问题的本质。纠正措施必须清晰地描述问题，问题是怎么发生的，在原因处采取行动，采取措施的结果以及措施如何有效果。只有在可以证明其增值时，才把额外的元素。
• 驱除过程里所有的行话。怪怪的词汇只能不让人们使用这些过程。
• 不要坚持要求大量的签字。让大半个管理人员签署每个纠正措施是没有必要的。
• 尽可能的除去书面表格。用电子媒介来跟踪纠正措施。
• 广泛宣传纠正措施。当人们看到纠正措施达到了某个目的时，他们就更希望参与进来。
• 提供解决问题工具，但让人们在使用这些工具时有发挥的空间。如果过程需要每个纠正措施完成失效模式和后果分析的话，那么该过程就会阻止人们开始使用纠正措施。
6. Applying document control only to official documents 只对正式公文应用文件控制
Most organizations do a decent job of controlling “official” documents, the procedures and work instructions that form the core of the quality management system (QMS). These are often written, approved and issued according to very specific guidelines. What organizations don’t do very well is control unofficial documents, many of which are more important than the official ones. What am I talking about? Here are some examples that are often found in production areas:
• Post-it notes with special requirements written on them
• Memos that include procedural steps
• E-mails with customer specifications
• Photographs showing what a product should look like
• Drawings indicating how product components fit together
• Samples of product showing defect limits
大多数组织在控制形成质量管理体系核心文件的正式公文、过程文件和作业指导书时做的都很好。这些文件常常被写出书面形式，走批准程序，并按照特定的规则发放。而做的不够好的是控制非正式的文件，许多文件比正式公文还重要。我在说什么呢？以下是在生产区经常发现的例子：
• 书写有特别要求的随意贴
• 包含过程步骤的备忘录
• 带有顾客技术规范要求的emal
• 产品样件照片
• 表明产品元件如何组装在一起的图纸
• 表明缺陷接收极限的样件
These informal resources become documents when they’re shared for people to use, and they’re some of the most important documents within an organization. They’re distributed and posted in a hurry--usually without control--because the information they communicate is considered critical. Nobody can quibble with the speed of distribution, but the lack of control guarantees problems later. I’ve seen 10-year-old memos posted in organizations that exhorted personnel to perform obsolete job steps. When documents aren’t controlled, mistakes and nonconformities are inevitable. Apply document control to all documents, and scrutinize your document control process to keep it streamlined and effective.
当这些非正式资料被发放到相关人员使用时就成为了组织内最重要的文件。这些资料被得到快速的发放和公布——通常是在失控状态下的，因为人们认为这些资料所承载的信息非常重要。没人对传播速度提出质疑，但失控将会导致以后问题的出现。我见过有10年之久的广告张贴在组织里，宣传已不存在工作的完成步骤。当文件失控时，错误和不合格就不可避免了。对所有文件实施文件控制，研究文件控制过程使其有效。
7. Focusing audits on petty, non-strategic details 注重无关紧要的非战略细节的评审
Auditing is the process of comparing actual operations against commitments the organization has made. It’s a simple, fact-driven process that can generate huge improvements. However, these can occur only if auditors focus on the right things. Too often, internal auditors become preoccupied with petty details and neglect the big issues. They’re uncomfortable examining the big, strategic issues. It’s much easier just to nitpick. Organizations rarely provide enough training and skill-building to their internal auditors, so it’s no wonder that they aren’t prepared to carry out their duties to the fullest.
评审是将实际操作与组织作出的承诺进行比较的过程。评审是个简单用事实说话的过程，它可以产生巨大的改进。但是，这只有在评审人员关注到正确的事儿上时才会有效。通常，内审员全神贯注于无关紧要的细节而忽视大问题。内审员对评审大的战略性问题感到不安。鸡蛋里挑骨头显得更容易些。组织很少给内审员提供足够的培训，所以毫无疑问内审员没有准备好全力完成他们的职责。
A robust internal auditing process examines make-or-break issues. Here are just a few of the items that internal auditors should probe in detail:
鲁棒【robust原意是健壮和强壮的意思，鲁棒性（robustness）就是系统的健壮性。它是在异常和危险情况下系统生存的关键。所谓“鲁棒性”，是指控制系统在一定（结构，大小）的参数摄动下，维持某些性能的特性。根据对性能的不同定义，可分为稳定鲁棒性和性能鲁棒性。——jelly】评审过程研究体系成功与失败的问题。以下仅仅是内审员要细查的几个项目：
• Customer satisfaction. Is the organization capturing and analyzing customer satisfaction data? How is it acting on the data? Do trends show improvements in customer satisfaction?
• 顾客满意。该组织捕获和分析顾客满意方面的数据吗？趋势显示出在顾客满意方面的改善了吗？
• Management review. Does management review happen as planned? Does the necessary information and data get reviewed? What actions result?
• 管理评审。管理评审按计划进行了吗？必需的信息和数据得到评审了吗？措施的结果是什么？
• Corrective action. Is corrective action applied to existing nonconformities? Is it timely? Does evidence indicate that causes are removed to prevent recurrence?
• 纠正措施。纠正措施应用到现有的不合格了吗？及时吗？有证据显示不合格的原因被消除（为防止再次发生）了吗？
• Preventive action. Does the organization take preventive action based on data and information? Is it effective?
• 预防措施。组织进行预防措施是基于数据和信息吗？是否有效？
• Internal audits. Are audits scheduled and carried out based on status, importance and prior audit results? Do audit nonconformities become corrective actions? Is the entire scope of the management system audited?
• 内审。内审是否按其进行？内审是基于体系状况、重要性和以前的内审结果吗？内审出的不合格转化成为纠正措施了吗？管理体系整个范围得到评审了吗？
• Objectives. Are objectives established and communicated? Do employees understand them?
• 目标。目标是否得到确定并公布？员工是否理解？
• Control of nonconforming products. Are all nonconformities positively identified? Are dispositions carried out as required? Are trends analyzed for improvement?
• 不合格品的控制。所有不合格是否被积极的识别？是否按要求进行了处置？其趋势是否进行了分析，以进行改进？
There are, of course, many other important issues an audit process could examine. The point is that internal auditors should go after the items that really affect the organization’s success. Focusing on petty details serves no purpose but to confuse everyone about the purpose of audits.
当然还有其它重要的项目内审过程可以检查。要点是内审员追逐那些实际影响组织成功的项目。关注于无关紧要的细节没有用，而且使人们不清楚内审的目的。
8. Training some personnel, but not all 培训一部分员工，不是全部员工
Most organizations provide significant training to hourly production personnel. Salaried and managerial personnel are often neglected, however. Why? Because there’s a perception that salaried workers don’t affect product conformity. This is a serious error.
大多数组织对生产线上的拿计时工资的员工提供大量的培训，而常常忽视拿月工资【意指非生产一线——jelly】的员工和管理人员的培训。为什么？有种感觉认为拿月工资的工人不影响产品的符合性。这是极其严重的错误。
All personnel must be included in the training process. Salaried and managerial personnel need more--not less--training because their decisions and actions have more lasting effects. When an hourly employee makes a mistake, it could cost money. When a top manager makes a mistake, it could put you out of business. Doesn’t it make sense to train these people? Do it early and often.
培训过程必须包括所有员工。拿月工资的工人和管理人员需要更多的——而不是更少的培训，因为他们的决定和行为有较长时间的影响。当拿计时工资的工人产生错误时，会造成成本。当高层管理人员产生错误，就有可能把企业干灭火。这不说明要培训这些人的问题吗？尽早并且经常培训他们吧。
9. Doing anything just because an external auditor told you to 外审员让干啥就干啥
External auditors wield great influence. Their statements and judgments can have a lasting effect on the way an organization conducts business. This can be good or bad. Usually, it’s bad. Most external auditors working for a registrar are removed from the realities of running a business. They travel from organization to organization, gradually collecting paradigms about the way a QMS should be implemented, maintained and improved. These paradigms are sometimes reflected back to the organization in the form of recommendations or nonconformities.
外审员有巨大的影响力。他们的话语和判断在组织从事业务中有持久的影响。这也许是好的影响也许是坏的影响。通常，是坏的影响。大多数外审员为某一注册机构工作，已经与经营活动脱离。他们从一个组织走到了一个组织，逐渐积累各种范例，即质量管理体系应该如何实施、保持和改进方面的范例。这些范例经常以建议或不符合项的形式反映给组织。
In my travels to companies, I often ask people why they’re carrying out a process the way they are. I always raise this question when the process seems unwieldy or illogical. In a surprising number of cases, the answer will be, “Because the external auditor said we should do it that way.” What a waste. Do a reality check on the auditor’s recommendations. Never do anything just because an auditor would like it done that way. A certificate on the wall isn’t worth it.
在我对公司进行走访时，我经常问人家为什么按照他们的方式执行一个过程。当这些过程看起来不实用或不合理时，我经常问这样问题。回答就是“因为外审员说我们应该那样做”。多可惜！要对外审员的建议进行实际检查。永远不要做任何事情仅仅是因为某个外审员希望那样做。挂在墙上的证书没有用。
10. Employing someone who only oversees the QMS 雇用专职人员维系体系
Having a person who does nothing but oversee the ISO 9001 (or any other) QMS is one of the worst ideas in the history of quality. Why? Because it guarantees two things:
First, the QMS coordinator will become isolated from the rest of the organization. Because the person does nothing but serve the QMS, he or she loses touch with why the organization exists in the first place. The system becomes paramount over the organization’s business concerns. Second, the QMS will become bloated and bureaucratic because it must expand to completely fill someone’s time. Procedures become more complicated, methods more cumbersome and the benefits more ambiguous.
找个人什么也不做只是维系ISO9001质量管理体系是质量史上最糟糕的主意。为什么？因为这将生产两个问题：
第一，QMS专员就被组织的其它部门所隔离。因为此人什么都不做只是维系QMS，他/她与组织存在的初衷相背离。第二，QMS将被泡沫化，并形成官僚政治，因为QMS必须膨胀到可以使这个人天天有事做的程度。过程文件变得更加复杂，方法更加笨拙，而QMS的益处就越来越模糊了。
A QMS is nothing more than a guiding structure of methods, and it shouldn’t take a huge dedication of time and effort to maintain. Yes, someone should keep the system on track, but that person should have other responsibilities as well. Pair the ISO 9001 coordinator job with other responsibilities that focus on understanding what the organization does, especially responsibilities related to the product, customers and improvement. If the QMS is so bureaucratic that it requires the time of an entire person (or, heaven forbid, an entire staff), then the system needs to be streamlined. An effective QMS should make an organization more competitive, not weigh it down.
质量管理体系只是各种方法导向性结构，不应该花费巨大的时间和精力来维系。是的，有人应该保证体系运行正常，当该人应该还有其它职责。把ISO9001专员的工作与其它专注于理解组织做什么，特别是与产品、顾客和改进相关的职责相联系。如果QMS太官僚了，以至于需要一个整人（或者整个团队，但愿不会如此！）的时间，那么这个体系就得改进了。一个有效的QMS应该使组织更具有竞争力，而不是把组织压垮。

Copyright:
Wednesday, January 30, 2008
Posted by Craig Cochran at 8:07 PM 12 comments
Labels: auditing, improvement, ISO 9001, ISO 9001:2008, QMS, quality, standards
http://craigcochran.blogspot.com/2008_01_01_archive.html

Don't Survey Your Customers! 不要对你的顾客进行调查

Scaled customer surveys are among the most widely used tools in business. Unfortunately, they're also some of the worst. There's nothing evil about surveys, but they can turn an inherently simple task, such as gathering customer feedback, into something complex and unwieldy. When that happens, there's a good chance it won't satisfy its original purpose, which in this case is making improvements. Why exactly are surveys the wrong tool for most organizations? Let's explore the reasons and then consider an alternative approach that's far more appropriate.
打分式的顾客调查表是工作中应用最广的工具。遗憾的是，这些调查表是最差劲的。调查本身没什么问题，但它们可以把本来十分简单的工作，诸如收集顾客反馈信息，演化成为及其复杂和不切实际的东西。这样，极有可能无法满足最初的目标，在这儿就是实现改进。为什么对大多数组织来说调查表是个错误的工具呢？让我们探究其因，然后想出个更适宜的替代方法。

Surveys don't produce timely data
调查不能产生实时数据

Most traditional customer surveys are sent out periodically to a sampling of an organization's customers, typically once or twice a year. This is a manageable frequency from an administrative standpoint because implementing a survey requires a significant dedication of time and effort. The downside is that by the time the organization receives the feedback, the information is at least six months old and usually much older. The information is almost worthless because customers have already acted on their perceptions before the organization has had a chance to do so. Customers don't wait around to tell you what they're going to do before they do it. If you're not tuned into your customers on a regular basis, you'll never know what hit you.
大多数传统顾客调查表就是给组织的顾客抽样群定期（一般为一年1到2次）寄出调查表。从管理的角度来看，这是很容易管理的频次，因为实施一项调查耗费大量的时间和精力。其负面效应是组织收到反馈的信息至少是六个月以前的，或者更早。这样的信息几乎没什么价值，因为顾客依据其感觉在组织有机会采取相应措施前就已经行动了。顾客可不会在其行动前，呆呆的等在那里告诉你他们要你做什么。如果你不定期去了解你的顾客，你就无法知道是什么撂倒了你。

It makes more sense to gather customer feedback continually. Make the customer feedback process something that's always happening, not a grand event that occurs once or twice a year. This consumes far fewer resources, and it also ensures that the information is current. If you can't take action on customer perceptions within a few weeks of the perceptions being formed, there's a strong chance that you will lose your window of opportunity.
经常收集顾客反馈是很有意义的。要使顾客反馈过程经常化，而不是一年一到二次的重大工作。这会耗费极少的资源，同时可以保证信息的及时性。如果你在几周内没有行动去采集顾客已经形成的感知，极有可能会使你失去机会。

Too many questions 太多的问题

Another downfall of most surveys is that they try to do too much. They probe the customer experience from every imaginable angle. Although admirable, this approach results in long, unwieldy surveys that most customers run away from as fast as they can. I have personally gotten into the habit of scrawling "TOO LONG" in huge block letters on these kinds of surveys. I'm providing feedback, but not exactly the kind expected. Most people don't even bother to provide this much; they simply toss the long surveys into the trash.
另一个大多数调查表的败笔是有太多的问题。调查表涉及了探查顾客经验的方方面面。尽管精神可嘉，但这种方法的结果导致产生冗长的不切实际的问卷，大多数顾客溜之大吉。对待这样的问卷，我个人的习惯做法是在巨长的问卷中随意涂抹。我是在提供反馈，但不是你确切期待的那种。大多数人甚至不为提供这样的信息而操心，将那冗长的问卷扔进了垃圾桶。

The key to successful customer feedback is to ask about the few aspects of the customer experience that matter the most. By asking about everything under the sun, you're establishing the expectation that you'll take action on everything, which is impossible. You're also telling your customer, "Your time isn't very valuable, so the imposition of this long and boring survey should be no problem for you." Focus on a few vital issues, and these obstacles go away. The dilemma is that most organizations don't know what the few vital issues are--thus the need for long surveys. Your organization must back up and get its arms around the things that really matter to your customers.
成功顾客反馈的关键是询问几个关于顾客最关切经验的问题。通过询问天下所有的问题，你在给顾客建立一种期望你就对这些问题采取措施，这是不可能的。你也告诉顾客，“你对时间无所谓，所以让你强迫接受这冗长的令人厌烦的问卷对你来说是没什么问题的”。抓住几个关键问题，这些障碍就消失了。可问题是大多数组织并不知道那几个关键问题是什么——因此需要冗长的问卷。你的组织必须备份并深入理解顾客真真切切关心的问题

Difficult to design 问卷设计的困难

If you like defusing explosives, you'll love creating surveys. They include so many failure modes that they're nearly impossible to design correctly unless you do it for a living. Why are they so hard? Let's examine two of their more challenging aspects: questions and scales.
如果喜欢捅马蜂窝，你就会喜爱调查表。调查表包含太多失效模式，以至于几乎不可能正确设计调查表，除非你以此为生。为什么这么难呢？让我们来研究一下调查表较难的项目：问题和打分。
Most surveys comprise a series of questions or statements, followed by a response scale. The response scale usually represents degrees of satisfaction (e.g., "very satisfied," "satisfied," "neutral," etc.) or degrees of agreement (e.g., "strongly agree," "agree," "neutral," etc.). Both of these scales present huge challenges. Most people don't have the writing skills to craft clear, unambiguous survey questions. The result is that the questions don't accurately reflect the attribute that's being queried. In the spirit of getting the job done, customers will often take a guess at what the questions really mean. Like all guessing games, sometimes they'll be right and other times wrong. At best, your data will be 50-percent valid--not a very good percentage.
大多数问卷包括一系列问题或陈述，并附以相应的分值。分值通常为满意程度（即，“非常满意”，“满意”，“中性”等等）或者同意程度（即：“严重同意”，“同意”，“中性”等等）。这两种分值具有极大的挑战性。大多数人没有提出清晰明确问题的写作技巧。其结果是问题本身没有准确反映询问特性。为了应付了是，顾客常常会猜想问题是什么意思。像所有猜谜游戏，有时候他们猜对了，另些时候猜错了。你得到的数据充其量50%有效——这可不是很理想的百分比。
In the unlikely event that the survey questions are clear, there's still the obstacle of designing a logical response scale. This would seem to be an easy task, but it's extremely complex. Typical errors I've observed are scales that aren't balanced, scales that are biased, scales that don't have equal intervals between the points, scales that don't match the question or statement, and scales that have too many degrees of resolution. If the scale is flawed, then the data that come from it are also flawed. Junk in, junk out, as the saying goes.
就算调查问卷问题清晰，还会有设计符合逻辑的相应分值的障碍。这看起来很容易，却是及其复杂。我观察到典型的错误有分值分配不平衡，分值有轻有重，在各个问题点间分值没有相同的间隔差，分值与问题或陈述不相匹配，以及分值拆分过多。如果分值有问题，那么由此而产生的数据也会有问题。正如老话说的那样，垃圾中的垃圾。

No direction for improvement 没有给改进措施指明方向

The fourth downfall of traditional surveys is that they don't provide much guidance for improvement. Sure, they provide data, but what actions are you going to take based on those data? For example, let's imagine that you've asked customers to rate the technical knowledge of your sales force. The average response is 3.4 on a five-point scale, roughly halfway between "neither good nor bad" and "good." What does this number really mean? Even more important, what are you going to do about it? The data help you produce fancy charts, but they probably won't steer you toward specific improvements.
传统调查第四个败笔是没有给改进提供帮助。是的，调查表提供了数据，但你能基于这些数据干些什么呢？例如，让我们假象一下你请顾客给你的销售团队技术知识打分。在五分制下通常的反馈分值是3.4，大概是在“不好也不坏”和“好”之间。这样的分数真正意味着什么？更重要的是，你拿这个分数干什么呢？这样的分数可以帮你生成奇妙的图表，但不能把你引向特定改进措施的轨道。
If you aren't able to take action on survey data, their value as improvement tools is zero. Had you asked customers an open-ended question such as, "What do you think is our biggest customer service weakness?" you might have received some feedback that provided a clear path for improvement. In the world of customer perceptions, data don't always rule. Perceptions are by their nature qualitative and subjective, and the attempt to produce data from such a fuzzy source can be misleading. It's better simply to get actionable information than to attempt to turn human beings into precise measuring instruments. If you capture customer perceptions, analyze the trends and take action, you've accomplished a great deal.
如果你不能依据调查数据采取改进措施，那么作为改进工具的调查方法的价值为零。你是否问过顾客可自由回答的问题，如“你如何看待我们顾客服务的最大弱项？”。你也许收到某些提供清晰改进方向的反馈。在顾客感觉世界里，数据并不经常起作用。本质上来看，感觉是定性的和主观的，那种试图从模糊源产生的数据易被人误解。获得可执行的改进措施的信息远比试图把人转变为准确的测量仪器来的容易。如果你能捕获顾客的感觉，分析趋势并进行改进，那你太有才了。

So, what should you do? 那么，你该做什么呢？

I've made the case that a traditional customer survey using scaled responses probably isn't the best way for most organizations to capture feedback. If not a survey, what should you do? Here's what I recommend:
我列举了传统附有相应分值的顾客调查并不是获取顾客反馈最佳的方法。如果调查表不是最佳方法，你该怎么做呢？以下是我的建议：
Step 1: Examine your existing customer interactions. Your interactions with your customers are limitless. These contacts are conducted via telephone, e-mail, mail, fax and in person. Because you already have numerous contacts with your customers, there's no reason to invent a new contact for the sake of collecting customer feedback. Make use of the connections you already have, and all parties will generally be much happier.
第一步：考量你现行的顾客交流方式。与顾客交流的方式无穷无尽。包括通过电话、email、传真以及个人交流。因为你已经有许许多多的顾客联系方式，就没有理由为收集顾客反馈发明一个新的交流方式。采用你已经拥有的联系方式，大家皆大欢喜。【此处“大家”一般指的是销售人员、顾客满意度信息的收集人员、还有顾客——jelly注】

Step 2: Choose an interaction suited to collecting feedback. Not all customer contacts are created equally. Certain conditions should be met when you decide which contacts will be leveraged for collecting customer feedback. In general, the contact should be neutral, routine and candid. Here's what each of these mean:
第二步：选择收集顾客反馈信息的交流方式。并不是所有的顾客交流方式都一样的。当你决定哪种联系方式用于收集顾客反馈信息时，应具备某些条件。通常，交流方式应该是中性的，程序化的和公正的。
• Neutral: The contact isn't related to an existing problem or complaint. Attempting to collect feedback when a customer already has a problem is obnoxious and counterproductive. Use an interaction that's neutral in tone and purpose, such as a query or order placement.
• 中性：交流方式与现有的问题或抱怨无关。当顾客已经有问题的时候，收集反馈信息的试图是令人讨厌的，并不能达到预期的目的。
• Routine: The contact happens on a regular, routine basis. Feedback collected from routine interactions of this sort is likely to be fresher.
• 程序化：以定期例行公事的方式交流。以此法收集的反馈可能更及时。
• Candid: The contact occurs between parties that trust one another and are willing to communicate freely. A candid relationship is key to collecting accurate and representative perceptions.
• 公正：双方之间的接触的条件是相互信任，并且自愿沟通。公正的关系是捕获准确的和具有代表性感觉的关键。
Step 3: Develop a tool that's matched to the customer interaction. Choosing the right tool for the job is critical in every endeavor, and that goes for collecting feedback, too. Once the organization has selected an appropriate customer interaction for collecting feedback, it must develop a tool that works in that context. This is a subjective task, and certain guidelines can assist in knowing what tools work best in different situations:
第三步：开发一种与顾客交流相匹配的工具。尽一切努力选择正确的工具至关重要，并也能收集反馈信息。组织一旦选择了一个适宜的收集反馈信息的顾客交流方式，组织必须为此开发出工具。这是项主观性的工作，在了解什么工具在不同环境下最适合方面下面的指导可以提供帮助：
• Telephone contact: An unobtrusive tool that's conducted at the end of a routine telephone call. Brevity is critical with this kind of tool because most people are anxious to get off the phone once their business is completed.
• 电话交流：在日常电话交流结束时引入的一种对话简短的工具。简短是这类工具的关键，因为人们在完成业务交流后急切希望结束谈话。
• In-person visit: A tool that enables the company to see its product in use, just as the customer experiences the product or service. The tool should also enable different people to be queried, depending on the nature of the feedback sought.
• 个人拜访：该工具能够使公司看到其正在使用中的产品（即顾客经历公司产品或服务）。根据需要得到的反馈信息类型，也可以用该工具询问不同的人群。
• After service or consumption: A tool that enables the customer to conveniently provide "flash feedback." Make the return of this feedback seamless. If the customer has to expend any effort to return the feedback, it probably won't be returned.
l 售后服务或消费后服务：该工具可以使顾客方便地提供“灵机一动”式的反馈。使得这种反馈进行无缝隙的回答。如果顾客已经付出了任何努力来提供反馈信息，这种反馈信息可能就不会有了。
• E-mail: A live link within the body of the message that takes the customer to a simple and visually appealing evaluation of their experience. Make sure the link works fast and is compatible with a variety of Internet browsers and computer monitors.
l Email：在信内加入个链接，使得顾客进入一个界面简洁，视觉效果良好的顾客经验评价表。要保证链接迅速，兼容各种浏览器和计算机监视器。【浏览器和显示屏（宽屏等）及其分辨率不同可能会影响页面的视觉效果——jelly注】
Benchmark customer feedback tools with other organizations. There's no virtue in being original. Borrow good ideas and approaches as you see them. Hundreds, if not thousands, of examples exist for each of the tools described above. See what other people are doing and adapt the methods to your own needs.
与其它组织的顾客反馈工具进行对比。在此没必要创新。可以借鉴好的想法和方法。上述工具每一种都有成百上千种个例子。看看别人怎么做的，拿来为己所用。
Step 4: Focus on open-ended questions. If you want to grab the attention of your customers, ask them what they like and don't like. It's that simple. Asking simple, open-ended questions of this sort enables the customer to dictate the content of their feedback. What's important to them is what you'll hear about. This is exactly the sort of feedback you want. Trends in open-ended feedback will inform you on the issues that customers care most about, something that many organizations don't understand.
第四步：关注可以自由回答的问题。如果你想引起顾客的注意，问问他们喜欢什么不喜欢什么。就这么简单。询问简单可自由回答的问题可以使顾客口述反馈内容。他们认为重要的东西就是你要听到的东西。这恰恰就是那种你想要的反馈信息。可自由问题的反馈倾向将告诉你顾客最关心的问题，许多组织无法理解的问题。
Open-ended feedback also provides a clear path to improvement. Numerical ratings can help you prioritize issues, but they don't tell you exactly what to do. Open-ended feedback can. When 75 percent of your customers answer the question, "What makes you most frustrated about being our customer?" in the same way, you know exactly what you need to do to improve. There's no ambiguity.
可自由回答的反馈信息也给改进措施指明了方向。打分可帮你把问题分出轻重缓急，但无法告诉你该做什么，而可自由回答的反馈可以告诉你该做什么。当75%的顾客用相同的方式回答了问题——“作为我们的顾客，什么是你最闹心的？”——你就可以准确知道什么地方需要改进了。非常清晰。
Open-ended feedback doesn't help you make fancy charts. But do you really need more fancy charts to cover the walls of the conference room? No, you need improved customer satisfaction and loyalty. Open-ended feedback will reveal exactly what actions lead to long-term success, which is much more important than fancy charts.
可自由回答的反馈信息无法帮你画出奇妙的图表挂在会议室的墙上。非也，你需要的是你已经改进措施后的顾客满意和忠诚。可自由回答的反馈信息可以准确揭示走向长期成功的措施，这比图表更重要。
Here are my favorite open-ended questions. Three are about all you need. They will quickly point the way to improvements that matter to your customers.
以下是我喜欢的可自由回答的问题。这三个问题你都需要。这些问题可以迅速指明那些对顾客至关重要的改进措施。
• Do you have any problems with our products that you haven't told us about?
• Is there anything you think we do particularly well?
• What could we do in the future that would make your job easier?
• 你对我们的产品还有什么没有告诉我们的问题吗？
• 你认为我们有什么做的较好的工作吗？
• 以后我们可以做些什么工作可以使你的工作更容易？
Step 5: Act on your opportunities. Action is the most critical step of the entire process. It starts with identifying trouble areas. Problems that are revealed through feedback must be addressed immediately. This is the business equivalent of triage: Stop the bleeding and stabilize the patient. Let's hope you won't discover too many issues that require triage, but it's better to learn of these proactively while the customer is still your customer, and not a former customer.
第五步：抓住时机赶紧行动。行动是整个了解顾客反馈的过程里最重要的步骤。它起始于识别发生问题的范围。由顾客反馈信息所揭示的问题必须马上挑明。这就如同于治疗类选法。止血稳定病人。希望你没发现太多的需要分类处理的问题，但当顾客依然还是你的顾客而没有成为逃跑的顾客时，预先知道这些问题就更好了。
After addressing the trouble areas, the organization must analyze the trends. Open-ended feedback follows the same rules as most traditional numerical data: It tends to clump into categories. Group the feedback into categories and apply Pareto analysis to the results. Your opportunity areas will quickly emerge. Input these opportunities into your corrective/preventive action system and track them to completion. Treat every improvement action as a mini project, with assigned tasks, responsibilities, time frames, resources and reviews. The more sunlight shines on your improvement action, the better it will be. In other words, communicate widely. The final communication about your improvement will be to your customer: "Here's what we've done based on your feedback." These may be the most important words you ever say--and you don't have to use a traditional customer survey to say them.
在挑明这些出问题的范围后，组织必须分析其发展趋势。作为传统数据可自由回答的反馈信息遵循相同的原则——趋向于分类。把反馈信息分门别类，并运用排列图法进行分析。你改进的机会区域间会冒出来。把这些需改进的区域输入到纠正/预防措施体系并跟踪直至完成。把每个改进措施作为一个小项目来对待，分配任务、确定职责、安排时间、协调资源并组织评审。对改进措施关注的越多越好。换句话说，进行大范围的沟通。改进措施最终的沟通是面对顾客。“基于你的反馈，这是我们所做的”。这句话也许是你说过的最重要的话了，并且不是用传统顾客调查法对他们说。

translated by jelly
From Craig on Quanlity

CONFUCIAN ANALECTS 3

卷二　八佾第三
孔子谓季氏：“八佾舞于庭，是可忍也，孰不可忍也？”
Confucius said of the head of the Chi family, who had eight rows of pantomimes in his area, "If he can bear to do this, what may he not bear to do?"
三家者以雍彻。
The three families used the Yungode, while the vessels were being removed, at the conclusion of the sacrifice.
子曰：“‘相维辟公，天子穆穆’，奚取于三家之堂？”
The Master said, "'Assisting are the princes;-the son of heaven looks profound and grave';-what application can these words have in the hall of the three families?"
子曰：“人而不仁，如礼何？人而不仁，如乐何？”
The Master said, "If a man be without the virtues proper to humanity, what has he to do with the rites of propriety? If a man be without the virtues proper to humanity, what has he to do with music?"
林放问礼之本。
Lin Fang asked what was the first thing to be attended to in ceremonies.
子曰：“大哉问！礼，与其奢也，宁俭；丧，与其易也，宁戚。”
The Master said, "A great question indeed!
"In festive ceremonies, it is better to be sparing than extravagant. In the ceremonies of mourning, it is better that there be deep sorrow than in minute attention to observances."
子曰：“夷狄之有君，不如诸夏之亡也。”
The Master said, "The rude tribes of the east and north have their princes, and are not like the States of our great land which are without them."
季氏旅于泰山。
The chief of the Chi family was about to sacrifice to the T'ai mountain.
子谓冉有曰：“女弗能救与？”
The Master said to Zan Yu, "Can you not save him from this?"
对曰：“不能。”
He answered, "I cannot."
子曰：“呜呼！曾谓泰山，不如林放乎？”
Confucius said, "Alas! will you say that the T'ai mountain is not so discerning as Lin Fang?"
子曰：“君子无所争，必也射乎！揖让而升，下而饮，其争也君子。”
The Master said, "The student of virtue has no contentions. If it be said he cannot avoid them, shall this be in archery? But he bows complaisantly to his competitors; thus he ascends the hall, descends, and exacts the forfeit of drinking. In his contention, he is still the Chun-tsze."
子夏问曰：“‘巧笑倩兮，美目盼兮，素以为绚兮。’何谓也？”
Tsze-hsia asked, saying, "What is the meaning of the passage-'The pretty dimples of her artful smile! The well-defined black and white of her eye! The plain ground for the colors?'"
子曰：“绘事后素。”
The Master said, "The business of laying on the colors follows the preparation of the plain ground."
曰：“礼后乎？”
"Ceremonies then are a subsequent thing?"
子曰：“起予者商也！始可与言诗已矣。”
The Master said, "It is Shang who can bring out my meaning. Now I can begin to talk about the odes with him."
子曰：“夏礼，吾能言之，杞不足征也；殷礼，吾能言之，宋不足征也。文献不足故也，足则吾能征之矣。”
The Master said, "I could describe the ceremonies of the Hsia dynasty, but Chi cannot sufficiently attest my words. I could describe the ceremonies of the Yin dynasty, but Sung cannot sufficiently attest my words. They cannot do so because of the insufficiency of their records and wise men. If those were sufficient, I could adduce them in support of my words."
子曰：“禘自既灌而往者，吾不欲观之矣。”
The Master said, "At the great sacrifice, after the pouring out of the libation, I have no wish to look on."
或问禘之说。
Some one asked the meaning of the great sacrifice.
子曰：“不知也。知其说者之于天下也，其如示诸斯乎！”
The Master said, "I do not know. He who knew its meaning would find it as easy to govern the kingdom as to look on this"-pointing to his palm.
指其掌。 祭如在，祭神如神在。子曰：“吾不与祭，如不祭。”
He sacrificed to the dead, as if they were present. He sacrificed to the spirits, as if the spirits were present.
The Master said, "I consider my not being present at the sacrifice, as if I did not sacrifice."
王孙贾问曰：“与其媚于奥，宁媚于灶，何谓也？”
Wang-sun Chia asked, saying, "What is the meaning of the saying, 'It is better to pay court to the furnace then to the southwest corner?'"
子曰：“不然，获罪于天，无所祷也。”
The Master said, "Not so. He who offends against Heaven has none to whom he can pray."
子曰：“周监于二代，郁郁乎文哉！吾从周。”
The Master said, "Chau had the advantage of viewing the two past dynasties. How complete and elegant are its regulations! I follow Chau."
子入大庙，每事问。
The Master, when he entered the grand temple, asked about everything.
或曰：“孰谓鄹人之子知礼乎？入大庙，每事问。”
Some one said, "Who say that the son of the man of Tsau knows the rules of propriety! He has entered the grand temple and asks about everything."
子闻之曰：“是礼也。”
The Master heard the remark, and said, "This is a rule of propriety."
子曰：“射不主皮，为力不同科，古之道也。”
The Master said, "In archery it is not going through the leather which is the principal thing;-because people's strength is not equal. This was the old way."
子贡欲去告朔之饩羊。
Tsze-kung wished to do away with the offering of a sheep connected with the inauguration of the first day of each month.
子曰：“赐也，尔爱其羊，我爱其礼。”
The Master said, "Ts'ze, you love the sheep; I love the ceremony."
子曰：“事君尽礼，人以为谄也。”
The Master said, "The full observance of the rules of propriety in serving one's prince is accounted by people to be flattery."
定公问：“君使臣，臣事君，如之何？”
The Duke Ting asked how a prince should employ his ministers, and how ministers should serve their prince.
孔子对曰：“君使臣以礼，臣事君以忠。”
Confucius replied, "A prince should employ his minister according to according to the rules of propriety; ministers should serve their prince with faithfulness."
子曰：“关雎，乐而不淫，哀而不伤。”
The Master said, "The Kwan Tsu is expressive of enjoyment without being licentious, and of grief without being hurtfully excessive."
哀公问社于宰我。
The Duke Ai asked Tsai Wo about the altars of the spirits of the land.
宰我对曰：“夏后氏以松，殷人以柏，周人以栗，曰使民战栗。”
Tsai Wo replied, "The Hsia sovereign planted the pine tree about them; the men of the Yin planted the cypress; and the men of the Chau planted the chestnut tree, meaning thereby to cause the people to be in awe."
子闻之曰：“成事不说，遂事不谏，既往不咎。”
When the Master heard it, he said, "Things that are done, it is needless to speak about; things that have had their course, it is needless to remonstrate about; things that are past, it is needless to blame."
子曰：“管仲之器小哉！”
The Master said, "Small indeed was the capacity of Kwan Chung!"
或曰：“管仲俭乎？”曰：“管氏有三归，官事不摄，焉得俭？”
Some one said, "Was Kwan Chung parsimonious?" "Kwan," was the reply, "had the San Kwei, and his officers performed no double duties; how can he be considered parsimonious?"
“然则管仲知礼乎？”曰：“邦君树塞门，管氏亦树塞门；邦君为两君之好，有反坫，管氏亦有反坫。管氏而知礼，孰不知礼？”
"Then, did Kwan Chung know the rules of propriety?" The Master said, "The princes of States have a screen intercepting the view at their gates. Kwan had likewise a screen at his gate. The princes of States on any friendly meeting between two of them, had a stand on which to place their inverted cups. Kwan had also such a stand. If Kwan knew the rules of propriety, who does not know them?"
子语鲁大师乐。曰：“乐其可知也：始作，翕如也；从之，纯如也，皦如也，绎如也，以成。”
The Master instructing the grand music master of Lu said, "How to play music may be known. At the commencement of the piece, all the parts should sound together. As it proceeds, they should be in harmony while severally distinct and flowing without break, and thus on to the conclusion."
仪封人请见。曰：“君子之至于斯也，吾未尝不得见也。”
The border warden at Yi requested to be introduced to the Master, saying, "When men of superior virtue have come to this, I have never been denied the privilege of seeing them."
从者见之。出曰：“二三子，何患于丧乎？天下之无道也久矣，天将以夫子为木铎。”
The followers of the sage introduced him, and when he came out from the interview, he said, "My friends, why are you distressed by your master's loss of office? The kingdom has long been without the principles of truth and right; Heaven is going to use your master as a bell with its wooden tongue."
子谓韶，“尽美矣，又尽善也。”
The Master said of the Shao that it was perfectly beautiful and also perfectly good.
谓武，“尽美矣，未尽善也”。
He said of the Wu that it was perfectly beautiful but not perfectly good.
子曰：“居上不宽，为礼不敬，临丧不哀，吾何以观之哉？”
The Master said, "High station filled without indulgent generosity; ceremonies performed without reverence; mourning conducted without sorrow;-
wherewith should I contemplate such ways?"

CONFUCIAN ANALECTS 2

卷一　为政第二
子曰：“为政以德，譬如北辰，居其所而众星共之。”
The Master said, "He who exercises government by means of his virtue may be compared to the north polar star, which keeps its place and all the stars turn towards it."
子曰：“诗三百，一言以蔽之，曰‘思无邪’。”
The Master said, "In the Book of Poetry are three hundred pieces, but the design of them all may be embraced in one sentence 'Having no depraved thoughts.'"
子曰：“道之以政，齐之以刑，民免而无耻；。”
The Master said, "If the people be led by laws, and uniformity sought to be given them by punishments, they will try to avoid the punishment, but have no sense of shame.
道之以德，齐之以礼，有耻且格
"If they be led by virtue, and uniformity sought to be given them by the rules of propriety, they will have the sense of shame, and moreover will become good."
子曰：“吾十有五而志于学，三十而立，四十而不惑，五十而知天命，六十而耳顺，七十而从心所欲，不踰矩。”
The Master said, "At fifteen, I had my mind bent on learning.
"At thirty, I stood firm.
"At forty, I had no doubts.
"At fifty, I knew the decrees of Heaven.
"At sixty, my ear was an obedient organ for the reception of truth.
"At seventy, I could follow what my heart desired, without transgressing what was right."
孟懿子问孝。子曰：“无违。”
Mang I asked what filial piety was. The Master said, "It is not being disobedient."
樊迟御，子告之曰：“孟孙问孝于我，我对曰‘无违’。”
Soon after, as Fan Ch'ih was driving him, the Master told him, saying, "Mang-sun asked me what filial piety was, and I answered him,-'not being disobedient.'"
樊迟曰：“何谓也？”
Fan Ch'ih said, "What did you mean?"
子曰：“生，事之以礼；死，葬之以礼，祭之以礼。”
The Master replied, "That parents, when alive, be served according to propriety; that, when dead, they should be buried according to propriety; and that they should be sacrificed to according to propriety."
孟武伯问孝。子曰：“父母唯其疾之忧。”
Mang Wu asked what filial piety was. The Master said, "Parents are anxious lest their children should be sick."
子游问孝。子曰：“今之孝者，是谓能养。至于犬马，皆能有养；不敬，何以别乎？”
Tsze-yu asked what filial piety was. The Master said, "The filial piety nowadays means the support of one's parents. But dogs and horses likewise are able to do something in the way of support;-without reverence, what is there to distinguish the one support given from the other?"
子夏问孝。子曰：“色难。有事弟子服其劳，有酒食先生馔，曾是以为孝乎？”
Tsze-hsia asked what filial piety was. The Master said, "The difficulty is with the countenance. If, when their elders have any troublesome affairs, the young take the toil of them, and if, when the young have wine and food, they set them before their elders, is THIS to be considered filial piety?"
子曰：“吾与回言终日，不违如愚。退而省其私，亦足以发。回也， 不愚。”
The Master said, "I have talked with Hui for a whole day, and he has not made any objection to anything I said;-as if he were stupid. He has retired, and I have examined his conduct when away from me, and found him able to illustrate my teachings. Hui!-He is not stupid."
子曰：“视其所以，观其所由，察其所安。人焉廋哉？人焉廋哉？”
The Master said, "See what a man does.
"Mark his motives.
"Examine in what things he rests.
"How can a man conceal his character? How can a man conceal his character?"
子曰：“温故而知新，可以为师矣。”
The Master said, "If a man keeps cherishing his old knowledge, so as continually to be acquiring new, he may be a teacher of others."
子曰：“君子不器。”
The Master said, "The accomplished scholar is not a utensil."
子贡问君子。子曰：“先行其言，而后从之。”
Tsze-kung asked what constituted the superior man. The Master said, "He acts before he speaks, and afterwards speaks according to his actions."
子曰：“君子周而不比，小人比而不周。”
The Master said, "The superior man is catholic and not partisan. The mean man is partisan and not catholic."
子曰：“学而不思则罔，思而不学则殆。”
The Master said, "Learning without thought is labor lost; thought without learning is perilous."
子曰：“攻乎异端，斯害也已！”
The Master said, "The study of strange doctrines is injurious indeed!"
子曰：“由！诲女知之乎？知之为知之，不知为不知，是知也。”
The Master said, "Yu, shall I teach you what knowledge is? When you know a thing, to hold that you know it; and when you do not know a thing, to allow that you do not know it;-this is knowledge."
子张学干禄。
Tsze-chang was learning with a view to official emolument.
子曰：“多闻阙疑，慎言其余，则寡尤；多见阙殆，慎行其余，则寡悔。言寡尤，行寡悔，禄在其中矣。”
The Master said, "Hear much and put aside the points of which you stand in doubt, while you speak cautiously at the same time of the others:-then you will afford few occasions for blame. See much and put aside the things which seem perilous, while you are cautious at the same time in carrying the others into practice: then you will have few occasions for repentance. When one gives few occasions for blame in his words, and few occasions for repentance in his conduct, he is in the way to get emolument."
哀公问曰：“何为则民服？”
The Duke Ai asked, saying, "What should be done in order to secure the submission of the people?"
孔子对曰：“举直错诸枉，则民服；举枉错诸直，则民不服。”
Confucius replied, "Advance the upright and set aside the crooked, then the people will submit. Advance the crooked and set aside the upright, then the people will not submit."
季康子问：“使民敬、忠以劝，如之何？”
Chi K'ang asked how to cause the people to reverence their ruler, to be faithful to him, and to go on to nerve themselves to virtue.
子曰：“临之以庄则敬，孝慈则忠，举善而教不能，则劝。”
The Master said, "Let him preside over them with gravity;-then they will reverence him. Let him be final and kind to all;-then they will be faithful to him. Let him advance the good and teach the incompetent;-then they will eagerly seek to be virtuous."
或谓孔子曰：“子奚不为政？”
Some one addressed Confucius, saying, "Sir, why are you not engaged in the government?"
子曰：“书云：‘孝乎惟孝、友于兄弟，施于有政。’是亦为政，奚其为为政？”
The Master said, "What does the Shu-ching say of filial piety?-'You are final, you discharge your brotherly duties. These qualities are displayed in government.' This then also constitutes the exercise of government. Why must there be THAT-making one is in the government?"
子曰：“人而无信，不知其可也。大车无輗，小车无軏，其何以行之哉？”
The Master said, "I do not know how a man without truthfulness is to get on. How can a large carriage be made to go without the crossbar for yoking the oxen to, or a small carriage without the arrangement for yoking the horses?"
子张问：“十世可知也？”
Tsze-chang asked whether the affairs of ten ages after could be known.
子曰：“殷因于夏礼，所损益，可知也；周因于殷礼，所损益，可知也；其或继周者，虽百世可知也。”
Confucius said, "The Yin dynasty followed the regulations of the Hsia: wherein it took from or added to them may be known. The Chau dynasty has followed the regulations of Yin: wherein it took from or added to them may be known. Some other may follow the Chau, but though it should be at the distance of a hundred ages, its affairs may be known."
子曰：“非其鬼而祭之，谄也。见义不为，无勇也。”
The Master said, "For a man to sacrifice to a spirit which does not belong to him is flattery.
"To see what is right and not to do it is want of courage."

CONFUCIAN ANALECTS 1

子曰：“学而时习之，不亦说乎？
The Master "Is it not pleasant to learn with a constant perseverance and application?
有朋自远方来，不亦乐乎？
"Is it not delightful to have friends coming from distant quarters?
人不知而不愠，不亦君子乎？”
"Is he not a man of complete virtue, who feels no discomposure though men may take no note of him?"
有子曰：“其为人也孝弟，而好犯上者，鲜矣；
The philosopher Yu said, "They are few who, being filial and fraternal, are fond of offending against their superiors.
不好犯上，而好作乱者，未之有也。
There have been none, who, not liking to offend against their superiors, have been fond of stirring up confusion.
君子务本，本立而道生。
"The superior man bends his attention to what is radical. That being established, all practical courses naturally grow up.
孝弟也者，其为仁之本与！”
Filial piety and fraternal submission, are they not the root of all benevolent actions?"
子曰：“巧言令色，鲜矣仁！”
The Master said, "Fine words and an insinuating appearance are seldom associated with true virtue."
曾子曰：“吾日三省吾身：
The philosopher Tsang said, "I daily examine myself on three points:
为人谋而不忠乎？
-whether, in transacting business for others, I may have been not faithful;
与朋友交而不信乎？
-whether, in intercourse with friends, I may have been not sincere;
传不习乎？”
-whether I may have not mastered and practiced the instructions of my teacher."
子曰：“道千乘之国：敬事而信，节用而爱人，使民以时。”
The Master said, "To rule a country of a thousand chariots, there must be reverent attention to business, and sincerity; economy in expenditure, and love for men; and the employment of the people at the proper seasons."
子曰：“弟子入则孝，出则弟，
The Master said, "A youth, when at home, should be filial, and, abroad, respectful to his elders.
谨而信，泛爱众，而亲仁。
He should be earnest and truthful. He should overflow in love to all, and cultivate the friendship of the good.
行有余力，则以学文。”
When he has time and opportunity, after the performance of these things, he should employ them in polite studies."
子夏曰：“贤贤易色，
Tsze-hsia said, "If a man withdraws his mind from the love of beauty, and applies it as sincerely to the love of the virtuous;
事父母能竭其力，
if, in serving his parents, he can exert his utmost strength;
事君能致其身，
if, in serving his prince, he can devote his life;
与朋友交言而有信。
if, in his intercourse with his friends, his words are sincere:
虽曰未学，吾必谓之学矣。”
-although men say that he has not learned, I will certainly say that he has.
子曰：“君子不重则不威，学则不固。
The Master said, "If the scholar is not grave, he will not call forth any veneration, and his learning will not be solid.
主忠信。
"Hold faithfulness and sincerity as first principles.
无友不如己者。
"Have no friends not equal to yourself.
过则勿惮改。”
"When you have faults, do not fear to abandon them."
曾子曰：“慎终追远，民德归厚矣。”
The philosopher Tsang said, "Let there be a careful attention to perform the funeral rites to parents, and let them be followed when long gone with the ceremonies of sacrifice;-then the virtue of the people will resume its proper excellence."
子禽问于子贡曰：“夫子至于是邦也，必闻其政，求之与？抑与之与？”
Tsze-ch'in asked Tsze-kung saying, "When our master comes to any country, he does not fail to learn all about its government. Does he ask his information? or is it given to him?"
子贡曰：“夫子
Tsze-kung said, "Our master is
温、
benign,
良、
upright,
恭、
courteous,
俭、
temperate,
让
and complaisant
以得之。
and thus he gets his information.
夫子之求之也，其诸异乎人之求之与？”
The master's mode of asking information,
-is it not different from that of other men?"
子曰：“父在，观其志；
The Master said, "While a man's father is alive, look at the bent of his will;
父没，观其行；
when his father is dead, look at his conduct.
三年无改于父之道，可谓孝矣。”
If for three years he does not alter from the way of his father, he may be called filial."
有子曰：“礼之用，和为贵。”
The philosopher Yu said, "In practicing the rules of propriety, a natural ease is to be prized.
先王之道斯为美，小大由之。
In the ways prescribed by the ancient kings, this is the excellent quality, and in things small and great we follow them.
有所不行，知和而和，不以礼节之，亦不可行也。
"Yet it is not to be observed in all cases. If one, knowing how such ease should be prized, manifests it, without regulating it by the rules of propriety, this likewise is not to be done."
有子曰：“信近于义，言可复也；”
The philosopher Yu said, "When agreements are made according to what is right, what is spoken can be made good.
恭近于礼，远耻辱也；
When respect is shown according to what is proper, one keeps far from shame and disgrace.
因不失其亲，亦可宗也。
When the parties upon whom a man leans are proper persons to be intimate with, he can make them his guides and masters."
子曰：“君子食无求饱，
The Master said, "He who aims to be a man of complete virtue in his food does not seek to gratify his appetite,
居无求安，
nor in his dwelling place does he seek the appliances of ease;
敏于事而慎于言，
he is earnest in what he is doing, and careful in his speech;
就有道而正焉，
he frequents the company of men of principle that he may be rectified:
可谓好学也已。”
-such a person may be said indeed to love to learn."
子贡曰：“贫而无谄，富而无骄，何如？”
Tsze-kung said, "What do you pronounce concerning the poor man who yet does not flatter, and the rich man who is not proud?"
子曰：“可也。
The Master replied, "They will do;
未若贫而乐，富而好礼者也。”
but they are not equal to him, who, though poor, is yet cheerful, and to him, who, though rich, loves the rules of propriety."
子贡曰：“诗云：‘如切如磋，如琢如磨。’
Tsze-kung replied, "It is said in the Book of Poetry, 'As you cut and then file, as you carve and then polish.'
其斯之谓与？”
-The meaning is the same, I apprehend, as that which you have just expressed."
子曰：“赐也，始可与言诗已矣！
The Master said, "With one like Ts'ze, I can begin to talk about the odes.
告诸往而知来者。”
I told him one point, and he knew its proper sequence."
子曰：“不患人之不己知，
The Master said, "I will not be afflicted at men's not knowing me;
患不知人也。”
I will be afflicted that I do not know men."

Craig Cochran quotes

Craig Cochran quotes

“The power of a focus group lies in its ability to leverage multiple channels of communication and thought. When you buckle down and really explore the many facets of a possible innovation to the organization, you are more able to make well thought-out decisions.”
沟通和思想多渠道的放大能力造就了焦点小组的威力。当全力以赴真正去探究组织一项可能的发明的方方面面时，你就更有可能做出深思熟虑的决定。

“But people are still in love with traditional surveys in spite of my repeated advice against them.”
但人们依然热衷于传统的调查而不管不顾我反对他们这样做的唠唠叨叨。

“Unless a customer sees improvement, there is no improvement. It doesn't exist.”
除非顾客看到了改进，否则就没有改进。它不存在。

“One of leadership's most important jobs is to honor individuals who go beyond their job descriptions and truly delight their customers. The best way to empower employees is to identify peers who have excelled in customer service.”
领导最重要的工作之一就是奖赏那些做额外的工作并真正取悦顾客。最好的员工授权办法就是发现客服卓越的优秀员工。

“Although most companies start out with a strong focus on customers, as the organization grows beyond a dozen members, people may stop looking outward and become preoccupied with internal processes.”
尽管大多数公司开始时非常关注顾客，但随着组织成长为超过12个成员后，他们将不再关注外部世界而是全神贯注于内部过程。

“Companies shouldn't try to invent new ways for collecting customer feedback. They already have countless customer interactions available to them, ranging from salespeople to technical reps. What's important is to provide some structure to these interactions and share them with everyone in the organization.”
公司不应该试图发明新的收集顾客反馈方法。他们已与顾客有数不清的交流了，从销售员到技术代表。重要的是为这些交流过程提供某种模式，并在组织内与每个人分享。

“Unless you let someone know what action has been taken, the customer is never going to perceive a difference. You've got to close the loop. If the customer isn't aware of the fix, then the remedy doesn't exist.”
除非你让人知道已经采取了什么措施，顾客绝不会察觉有什么不同的。你在原地打转。如果顾客没发现变化，那么补救就不存在。

“The leadership of an organization has no job more important than making sure everyone knows the importance of the customer. CEOs who want real job security should try to please customers, not shareholders.”
组织领导的头等大事就是让每个人都知道顾客重要性。想要保住位置的CEO老爷们应该去取悦顾客而不是股东。

“The irony is that this inward orientation doesn't ensure survival. In fact, it guarantees the opposite -- irrelevance, obsolescence and death.”
具有讽刺意味的是这种向内性不能保证生存，事实上，它到可以保证相反的结局——沉迷于枝节问题，逐渐退化，最后直至灭亡。

“Customers who complain are not nitpickers or looking for discounts, they're committed to your organization. Someone who isn't committed to your company wouldn't bother complaining.”
抱怨的顾客并不是吹毛求疵或者需要折扣，这样的顾客忠实于你的组织。而那些不忠实的顾客才不会抱怨呢。

translated by Jelly Feb. 16, 2009
from http://thinkexist.com/quotes/craig_cochran/