马宁伟工作经历分享
2008-05-15 22:45 by Jimmy.Lin
晚上从网络上下载了阅读了一下，感受颇深，因此也特别load到自己的网站，可以供大家下载( 马宁伟工作经历分享)。并且传给几个人：李总，Jason Law，坚韧，我知道，我传递给这些人，有些人一定会去看，并且看完，有些人只是当边角料的看风景，但是有些东西，只有跟自己的神经产生共鸣，才会产生其价值。
从文中摘录几句印象深刻的话。 做一名合格的工程师，的确很不容易。
总的来说年青的时候，多做事，多经历一些磨砺，即使有些不公平，也不要去计较，不 是没一次投入都有回报，但你总是在投入，终是有回报的，抱着这样的心态去面对工作，总会收回所有的投入的，这就是上天不负有心人。
象我的个性是属于面对不合理的事是“疾恶如仇”，说话是直面事实，不怕得罪人；做事是追求完美，一追到底，风风火火，速战速决。象我这类人，在处理一些事的时候，一定有可取之处。如果要说负面的那就是易“得罪人”，工作要求高，给别人较大压力。
当没有其它激励时，几乎任何一个人都是，当他总是在向别人分享他的知识，而得不到别人的知识反馈，慢慢地他会停止这个行为。所以技术传承要做的好，就要保证技术双向传播，技术共享，各取所需，共同提高。（萧秋水注：这个总结非常到位！）
我接触过一些台湾中年工程师，他们谦逊，内敛，专业，礼貌，心态平和。和大陆台湾中年工程师比较，两者对工作的观念方法，处事原则相差不大。而以青年工程师比较，大陆 和台湾两者对工作的观念方法相差很大。
PS: 文中阐述了原因，是因为大陆的现在的经济情况其实是台湾的90年代的情况，意思就是说，这些人是为那些生活所迫，因此也无法用心的放在工作上，心态也不能那么的平静。
发表高见? [1]
The Further Adventures of Robinson Crusoe
2007-05-19 16:12 by Jimmy.Lin
鲁宾逊漂流记是我很小的时候看的一部小说。这2天实在突然想看一下。昨天进入一个新华书店，刚好有一本，9块钱，大概3百来页，一晚上就给翻完了。
很喜欢鲁宾逊的冒险精神，文中提到，什么样的人才是幸福的呢？ 太过于洪烈，或者过于低靡的人都是不幸福的。 那些平凡的中产阶级才是幸福的。 几百年过去了。这样的道理应该还是成立的。 在我们这个似乎没有信仰的时代，抑或是有信仰的年代，毛泽东思想，斯大林主义，似乎都过于遥远和充满梦幻的色泽。唯有简单单纯才会令自己开心。
大家可以从这里看到英文读本
培根论人生
2006-09-08 21:22 by Jimmy.Lin
培根论人生
弗兰西斯*培根
何新译
题记
这个周末读了一下培根论人生这本书，里头有2个章节个人认为比较好，一个是有关习惯的讨论，一个是有关读书的讨论。 这本书个人感觉还是比较好的，已经很久没有一个人静静的去读一本书。还好，区区300页，讲述了一些很实在的东西。对人生对思考，对未来自我培养的问答，还是不错的一本哲理书。
可以从这里下载 培根论人生
下面是我进行读书过程的一点点笔记。
论韬晦
韬晦之术
上策： 沉默
中策： 施放烟幕
下策： 散步谣言
因此，努力建树真诚坦荡的形象，又善于运用韬晦之术。
ps： 这个问题似乎没想过。
论家庭
聪明的父母对子女在管理上是严格的，对用钱则不妨，比较宽松。
ps： 回首自己走过的路，我的父母的确是这样对待我的。
论家庭
对家庭的责任心不仅是对人类的一种约束，也是一种训练。
ps： 要去沉淀。
论权利
成功与美德衡量人生事业的2种尺度，同时具备2者的人是幸福的。
论旅游
对于年轻人，旅游是一种学习的方式
论时机
善于在一件事的开端识别时机，这是难得的机会。
论革新
时间是伟大的改革家，如果时间使事物腐败。而人却悟智慧使之更新。那么结局只有毁了。
论友谊
一座城市如同一片旷野
论天性
如果你想改变你得某种天性，那么你开始时致力的目标不要太大，也不要太小。太大会受挫，太小会泄气。
改变的方法：
1,坚持并且约束自己。
2,一点一滴做起。
灵魂最自由的人，就是为那种一举挣断锁链的人。
论习惯
人的思考取决动机，语言取决学问和知识，行动取决习惯。
马基雅弗利说，人的性格和承诺靠不住，靠得住的只有习惯。
这里头举了个例子： 要雇佣一个杀手，是找个胆大妄为的是不可靠的。应该找个手上曾经染过血的杀手。
ps：感觉非常有道理也。
论幸运
每个人都是自身的设计师
论青年与老年
年龄越大，则人在世故增长的同时，会丧失正直纯真的感情。
论美
美的形貌与美的德行结合起来，这样美才能放射光辉。
论读书
PS： 这个章节写得很好，可以作为教育子女得很好章节。
论礼貌
礼貌举止好比人的穿衣，不可太宽也不可太紧，讲究余地，宽裕不失大体，才能行动自如。
论称赞
对于称赞—“这是我应尽的职责。”
另外附加今天有个朋友的QQ上面写了这样一句话，感觉意义深刻：
90%的男人都自我感觉各方面做得很好，可90%还被老婆指出一大堆毛病。90%的男人知道自己的缺点，可90%改不了
Read "The ABCs of ERP"
2006-09-02 10:22 by Jimmy.Lin
This morining, I read the article The ABCs of ERP written by Christopher Koch. I quote some points list below and share with you.the first point, it tells us when and why we will undertake ERP. the second point, it tells us Why ERP projects fail so often.these are two key point that we should care while we’re going to undertake ERP.
Nothing would be perfect, but we should choose the best fitable.right ?
———————
What will ERP fix in my business?
There are five major reasons why companies undertake ERP.
- Integrate financial information—;As the CEO tries to understand the company’s overall performance, he may find many different versions of the truth. Finance has its own set of revenue numbers, sales has another version, and the different business units may each have their own version of how much they contributed to revenue. ERP creates a single version of the truth that cannot be questioned because everyone is using the same system.
- Integrate customer order information ERP systems can become the place where the customer order lives from the time a customer service representative receives it until the loading dock ships the merchandise and finance sends an invoice. By having this information in one software system, rather than scattered among many different systems that can’t communicate with one another, companies can keep track of orders more easily, and coordinate manufacturing, inventory and shipping among many different locations simultaneously.
- Standardize and speed up manufacturing processes—
Manufacturing companies—especially those with an appetite for mergers and acquisitions—often find that multiple business units across the company make the same widget using different methods and computer systems. ERP systems come with standard methods for automating some of the steps of a manufacturing process. Standardizing those processes and using a single, integrated computer system can save time, increase productivity and reduce headcount.
- Reduce inventory— ERP helps the manufacturing process flow more smoothly, and it improves visibility of the order fulfillment process inside the company. That can lead to reduced inventories of the materials used to make products (work-in-progress inventory), and it can help users better plan deliveries to customers, reducing the finished good inventory at the warehouses and shipping docks. To really improve the flow of your supply chain, you need supply chain software, but ERP helps too.
- Standardize HR information—;Especially in companies with multiple business units, HR may not have a unified, simple method for tracking employees’ time and communicating with them about benefits and services. ERP can fix that.
Why do ERP projects fail so often?
At its simplest level, ERP is a set of best practices for performing the various duties in the departments of your company, including in finance, manufacturing and the warehouse. To get the most from the software, you have to get people inside your company to adopt the work methods outlined in the software. If the people in the different departments that will use ERP don’t agree that the work methods embedded in the software are better than the ones they currently use, they will resist using the software or will want IT to change the software to match the ways they currently do things. This is where ERP projects break down.
Political fights erupt over how—or even whether—the software will be installed. IT gets bogged down in long, expensive customization efforts to modify the ERP software to fit with powerful business barons’ wishes. Customizations make the software more unstable and harder to maintain when it finally does come to life. The horror stories you hear in the press about ERP can usually be traced to the changes the company made in the core ERP software to fit its own work methods. Because ERP covers so much of what a business does, a failure in the software can bring a company to a halt, literally.
But IT can fix the bugs pretty quickly in most cases, and besides, few big companies can avoid customizing ERP in some fashion—every business is different and is bound to have unique work methods that a vendor cannot account for when developing its software. The mistake companies make is assuming that changing people’s habits will be easier than customizing the software. It’s not. Getting people inside your company to use the software to improve the ways they do their jobs is by far the harder challenge. If your company is resistant to change, then your ERP project is more likely to fail.