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2015年08月

2015-16 國際扶輪社長 八 月份 文告
 

敬愛的扶輪社友們：

在1930年代，丹麥有個叫歐爾．克爾克．克里新森Ole Kirk Christiansen 的木匠在他的牆壁上掛著一個木製標誌，寫著「只有最好才是夠好」。今天，人們記憶中的克里新森是樂高的發明人，他的彩色塑膠積木深受全世界各地兒童喜愛。但是在樂高公司的早期，它的招牌產品是一種木鴨―以最高品質標準、陳年山毛櫸、三層晶瑩亮光漆，加以製作。樂高公司的歷史顯示克里新森如何用他的玩具鴨教兒子葛德弗雷德．克爾克Godtfred Kirk 何謂品質控制：

 

　　

 　　有一天晚上，當我進入辦公室，我對我的父親說：「今天真不錯，老爸。我們已經多賺了一點。「哦，」老爸說「你的意思是？」「嗯，我剛帶了兩箱我們的玩具鴨去車站給丹麥消費合作社。正常要塗三層亮光漆，但因為是要給合作社，我只塗了兩層。因此我在這筆生意省了一點錢。」他一臉錯愕地看著我。「葛德弗雷德，把那幾箱鴨子拿回來。打開箱子，給鴨子再上一層亮光漆。做完才可以上床睡覺―而且你要獨自完成這件工作。」和老爸是不能爭論的。這個教訓讓我知道何謂品質。

　

　　今天，樂高的品質標準是一種傳奇，而且它的產品是世界上最受歡迎的玩具：樂高生產的積木數量是全世界人口數的86 倍。

　

　　我們都瞭解樂高的成功來自它的商業習慣―它對於品質、效率、及創新的堅持。拿這件事和我們在扶輪對於治理及負責所做的努力做比較，我發現我們有時沒有達到應有的標準。

　　

　　國際扶輪、地帶，地區，及扶輪社階層的領導人必須在治理方面保持最高標準。國際扶輪社長及理事必須以一種有意義的方式來服務社員；地帶領導人必須為扶輪在他們身上所做的投資拿出成績單；地區領導人必須在地區進行強而有力的領導，聚焦在控管會計透明度並且及時報告財務狀況；扶輪社領導人必須遵守相關職務的報告工作，並把他們的扶輪社登錄扶輪社中心。

　　

　　正如克里新森絕不賣次級品給任何客戶，我們對於任何工作也絕不馬虎。在我們的專業生活，及尤其是在我們的扶輪工作，我們任何時候都必須全力以赴。

　　

　　因為在扶輪，我們的產品是什麼？不是木鴨，也不是塑膠積木，而是教育、水資源、健康、及和平，也是希望，是生活本身。對於此一工作，我們只有拿出最好的才夠好。  

　　

　　請大家記住―請盡你的全力成為獻給世界的禮物。  

　　

雷文壯 K.R. Ravindran

2015-16 年度國際扶輪社長

2015-16 RI Presidential Message in August 2015

 

Dear Fellow Rotarians,
 
In the 1930s, Ole Kirk Christiansen, a Danish carpenter, had a wooden sign hanging on his wall that read, Det bedste er ikke for godt: "Only the best is good enough." Today, Christiansen is remembered as the inventor of Lego, the colorful plastic bricks beloved by children around the world. But in the early days of the Lego company, its signature product was a wooden duck – one built to the highest standards, out of aged beech, with three coats of clear varnish. Lego's company history tells how Christiansen used his ducks to teach a lesson in quality to his son, Godtfred Kirk:

One evening, when I came into the office, I said to my father: "It's been a good day today, Dad. We've earned a little more." "Oh," said Dad, "what do you mean?" "Well, I've just been to the station with two boxes of our toy ducks for the Danish Co op. Normally they get three coats of varnish, but since it's for the Co-op, I only gave them two. So I saved the business a bit of money." He looked at me in dismay. "Godtfred, fetch those boxes back. Unpack them and give the ducks another coat of varnish. You're not going to bed until the work's done – and you'll do it all on your own." There was no arguing with Dad. And it was a lesson for me about what quality meant.
Today, Lego's quality standards are legendary, and its products are the most popular toys in the world: Lego pieces outnumber humans 86 to 1.
We all recognize that this success stems directly from Lego's business practices – its insistence on quality, efficiency, and innovation. I compare this with our efforts in governance and accountability in Rotary, and realize that sometimes we fall short of the standards expected.
The leaders at the Rotary International, zone, district, and club levels have to maintain the highest standards in governance. The RI president and directors must serve the membership in a meaningful manner; zone leaders must deliver on the investment Rotary makes in them; district leaders must provide dynamic leadership in the district and focus on transparency in accounting and timely reporting of financials; and club leaders must adhere to proper reporting functions and get their clubs onto Rotary Club Central.
Just as Christiansen refused to consider sending a lesser product to any of his clients, so should we refuse to consider giving a lesser effort to any of our work. We must always demand the best of ourselves – in our professional lives, and especially in our Rotary work.
For in Rotary, what is our product? It is not wooden ducks or plastic bricks. It is education, water, health, and peace. It is hope, and it is life itself. For this work, only our best is good enough. I ask you all to remember this – and to do your very best to Be a Gift to the World.

K.R. “Ravi” Ravindran

President, Rotary International, 2015-16
 

2015-16 RI 社長8月份文告-中文

2015-16 RI 社長8月份文告-英文
   


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