ASQ InfVoices – Clear Vision

The July topic of ASQ Influence Voices is “Do You Have a Clear Vision?” At the end of this article, Bill Troy (CEO of ASQ) questioned about Vision that “Do we have the right focus and does everyone know it?” “How about your organization?” “Do you have a clear vision—and is it giving you the focus you need to succeed?”

I agreed with Bill Troy and believed that Vision is the soul of company. From strategic point of view, vision is the over-riding principle that guides the organization and is the image of the future it seeks to be or to create. The value of vision is giving organization a direction. Mission is the purpose, reason of the organization for being in existence. I would like to introduce the vision, mission and value of two technology leading corporations in Hong Kong below.

(Photo: I am working in Clear Room.)

The first corporation I would like to state is “Hong Kong Science and Technology Parks Corporation (HKSTPC)”. HKSTPC is a statutory body set up by the HKSAR Government in 2001. We enable science and technology companies to nurture ideas, innovate and grow, supported by our R&D facilities, infrastructure, and services and programmes across five key technology clusters. Their vision, mission and five cole values are shown as follows:

Transforming innovation and technological advancement into value creation that benefits Hong Kong, Mainland – and the world

In propelling Hong Kong towards a world-class hub for selected technologies, we provide facilities, services and a dynamic environment that enable companies to nurture ideas, innovate and develop.

Core Values
- Integrity
- Excellence
- Safety
- Sustainability
- Commitment

I had mentioned above in previous article at “ASQ InfVoices - The Quality Culture in Hong Kong”.

The second corporation is the Hong Kong Applied Science and Technology Research Institute (ASTRI) which was founded by the Government of Hong Kong SAR in 2000 with a Mission of enhancing Hong Kong's competitiveness in technology-based industries through applied research.
Their goals and values are shown as follows.

Goals are:
- performing relevant and high quality R&D for transfer to industry
- enhancing Hong Kong's technological human resources development
- acting as a magnet to attract international R&D talent to work in Hong Kong
- acting as spawning ground for technology entrepreneurs
- promoting greater application of technology in industry
- providing a focal point for industry-university collaboration in R&D.

- Innovation
- Respect
- Tenacity
- Service
- Accountability

Before the end of this article, I would like to share Hong Kong Society for Quality (HKSQ) mission below.

Hong Kong Society for Quality is a not-for-profit organization established to promote greater awareness of the need for quality in Hong Kong to ensure product and service excellence through continuous improvement of quality and customer satisfaction, and to provide continuing education to professionals involved in quality and reliability.

A View from the Q - http://asq.org/blog/
HKSTPC - http://www.hkstp.org/
ASTRI - http://www.astri.org/
HKSQ - http://www.hksq.org/



支持「反佔中」親身簽名由 7.19 開始,至 8.17。


原曲:《Do You Hear the People Sing?》/《問誰未發聲》
*試問誰還未訓醒 都走去佔中圍我城
香港繁榮有基本法作主 我要簽名發聲
試問誰能未訓醒 聽真那政棍在奏鳴

為何普選會是個夢 還要佔中成泡影
只有黑與白這非與是 邏輯謬誤來做證
為香港要有未來 要及時頭腦清醒
無人有權佔中 剝奪大家自由變了質
用我心再用我筆 去簽名反佔中力拼
眾香港人 有責任以基本法決定普選



學生犯法所為何事?剝奪他人的自由來達到自己以為是公義之事,用不義的手段去爭取正義就會成為一個不擇手段的社會。 這違反康德所提出的 “自由法則”,在不妨礙別人的自由這個前提下,我們可以盡量爭取我們的自由。




20130915: Parody Exemption Seminar (戲仿豁免研討會) - http://qualityalchemist.blogspot.hk/2013/09/parody-exemption-seminar.html
20130604 - VIIV24之公民抗命(Civil Disobedience)- http://qualityalchemist.blogspot.hk/2013/06/civil-disobedience.html
20140302 - 反暴力 ● 反佔中 - http://qualityalchemist.blogspot.hk/2014/03/blog-post.html
20140604: 傳媒的操守(Conduct of Media)- http://qualityalchemist.blogspot.hk/2014/06/conduct-of-media.html
20140701: 非理性的世界,不穩定的世代。 - http://qualityalchemist.blogspot.hk/2014/07/blog-post.html
幫港出聲 website - http://www.silentmajority.hk/index.do
幫港出聲 facebook - https://zh-tw.facebook.com/silentmajorityhk


HKSTP Seminar on IP Strategy for Start-Ups

The Seminar entitled "Developing an IP Strategy that helps your company get funded" was organized by Hong Kong Science and Technology Parks Corporate (HKSTP) on 15 July 2014. The seminar aimed to assist Start-Ups focusing on securing, maintaining and expanding their company patent portfolio and increased the chances of success in getting investor funding.

The guest speaker was Dr. Jasemine Choy Chambers (OF COUNSEL, Wilson Sonsini Goodrich & Rosati Professional Corporation) and she would like to share “What is Intellectual Property (IP)?”, “IP Strategy for Start-Up Companies” and “Practical Tips for Filing Patent Applications”.

Firstly, Dr. Chambers quoted Harvey S. Firestone (American businessman) that ideas are the most important in business. Then she introduced four forms of IP that were Patents, Trademarks, Copyrights and Trade Secrets.

Trademark (e.g. Coca Cola, 7-up etc.) is a word, phrase, symbol, and/or design that identifies and distinguishes the source of the goods of one party form those of others. (Where service mark is the source of a service rather than goods)

Copyright protects works of authorship such as writings, music and works of art that have been tangibly expressed.

Trade Secret (e.g. Coca Cola formula) is a formula, practice, design, instrument, pattern or compilation of information that is not known by competitors or customer to keep an economic advantage.

Patent (included limited term and fix term) conveys the right to exclude others from making, using or selling the claimed invention for the term of the patent.

The following diagram showed more information on “Patents” and usually the term of a patent had 20 years (roughtly) from filing. Moreover, Dr. Chamber emphasized the Patent Cooperation Treaty (PCT) which provided a unified procedure for filing patent applications to protect inventions in each of its contracting states. A patent application filed under the PCT would be called an international application.

There were several requirements for patentability below:
- New/Novel (Don’t publish before filing!)
- Useful or Industrial Applicable
- Non-obvious or Inventive Step which is a function of time and early filing limits the amount of prior art
- It should be described to the world how to make or use the invention (Freedom of Operate)
- It should also tell the world the BEST way to make or use that invention.

Then Dr. Chamber quoted the famous example of high value technology patents through Apple against Samsung.

Dr. Chamber then explained why IP was so important to start-ups. It was because IP was start-ups most valuable asset for their most early-stage. Therefore, focusing on securing, maintaining, and expanding a company’s IP portfolio substantially increased the chances of business success. When investors decided to fund a company, they would examine three main factors:
1. Potential profitability of the company’s product(s)
2. Breadth of the IP portfolio covering the product
3. Freedom to Operate (FTO) (which means determining whether a particular action, such as testing or commercialising a product, can be done without infringing valid intellectual property rights of others.)

The following diagram showed the value of IP to a start-up.

Finally, Dr. Chamber introduced the IP Strategy for a Start-up as following:
1. Integrating IP strategy into business plan
2. Building an IP estate (Filing/Buying/In-licensing patents)
3. Performing IP Due Diligence (Check inventorship/ownership/scope of patent protection)
4. Conducting Freedom to Operate (FTO)
5. Teaming with IP Counsel

Many incubatees asked question about IP filing. Dr. Chamber gave some tips before you file your patent application below:
- Do not publish a description of your invention.
- Do not sell your invention or offer it for sale more.
- Do not allow your invention to be in public use.

HKSTP - http://www.hkstp.org
WSGR - http://www.wsgr.com/WSGR/Default.aspx


IRCA & CQI Seminar on Risk Based Audit

The Seminar entitled "Risk Based Audit" was organized by International Register of Certificated Auditors (IRCA) and the Chartered Quality Institute - Hong Kong Branch (CQI-HK) on 14 July 2014. The seminar aimed to examine the value of management approach to construction and engineering business critical areas, including the governance benefits to be derived from risk based auditing. Firstly, Ir. Mohamed Hasan Isa (Sr. QA/Env Manager, Chun Wo-CRGL-MBEC JV) gave welcome speech and introduced speaker to us.

Before the seminar started, I met two old friends from Hong Kong Society for Quality (HKSQ) and we took a photo for memory.
(Left: Mr. K.W. LEE (HKSQ Exco member 2002 to 2005), I and Mr. Ricky Or (HKSQ member))

Then Mr. Mark Divers (Branch Honorary Chair, CQI HK Branch) introduced CQI to all participants. CQI’s vision is “To place quality at the HEART of every organisation”.

Our guest speaker was Mr. Richard Green (Head of IRCA Technical Services; CQP and IRCA QMS Principal Auditor) and his topic entitled “Risk Based Auditing – Engineering and Construction”.

In the beginning, Mr. Green briefed some excellence buildings like Millau Viaduct, Apeiron Hotel Dubai, and Concorde. Then he mentioned some disasters as comparison such as “Hyatt Regency Skywalk Collapse – Kansas City July 1981”, “Deepwater Oil Spill – Gulf of Mexica April 2010”, “Sampoong Department Store collapse – Seoul June 1995” and “Rana Plaza Factory – Bangladesh April 2013”. He identified some common themes in accidents that people died unnecessarily, management system failures; and someone, somewhere decided to take a risk!

Then Mr. Green used ISO 31000 to define risk to be “effect of uncertainty on an expected result”. He emphasized risk was not talking about probability but considered it impact. Therefore, he defined risk into Event, Cause and Effect. (See the following table.)

Gross risk = Probability of event x Severity of Impact of event
GR = P(E) x S(I) (where P(E)>0 and P(E)<1)
Net risk = GR x ability to manage
If our ability to manage risk is strong, net risk is reduced.
Mr. Green introduced the basic risk assessment matrix using Probability / Impact grids with Risk Tolerance.

The risk management overall process was shown in the flow chart below. However, risk perceptions, appetites and tolerances vary from individual to individual and organization to organization. Therefore, organization had own risk management framework.

The project risk owners would be in different position and activities. The following matrix showed the project risk responsible person in different parties. After that Mr. Green classified different categories of risk in construction projects included “Political”, “Financial”, “Construction”, “Design”, “Environmental”, “Legal/Contractual”, “Physical”, “Economical”, “Technical” and “Operational”.

In second section, Mr. Richard Green explained Risk Based Auditing (RBA) in which focused to your limited audit resource and ensured appropriate audit resource to be assigned. RBA worked successfully was based on the organization understood its risks and be able to rank them. The following audit programs compared the procedure audit and RBA.

Finally, Mr. Richard Green shared two case studies on risk based audit in which one was Engineering focus (i.e. Rolls Royce) and the other one was Construction focus (i.e. Caterpillar). Companies’ risk criteria for audit plan were consolidated to be considered the impacts on “Brand/Reputation”, “Customers”, “Profit”, “Product Safety”, “People Safety”, “Business Continuity”, “Product/Service Process”, “Cost of Poor Quality” and “Business Strategy”.

Eventually, Mr. Green introduce IRCA to participant that its vision were “To make a positive and profound contribution to the business management systems audit profession”; “To inspire and empower auditors and auditor training organisations worldwide to achieve excellence”; and “To promote the value auditors add to businesses”.

We took a group photos before the end of seminar.
CQI members

IRCA auditors

IRCA – www.irca.org
CQI-HK Branch – www.thecqi.org.hk
CQI-UK – www.thecqi.org


HKQAA Seminar on New Trend in IT Management

The Seminar entitled "Sustainability Management Series: The New Trend in IT Management" was organized by Hong Kong Quality Assurance Agency (HKQAA) on 11 July 2014. The seminar aimed to share the business continuity management, cloud computing and TRIZ in IT industry to achieve sustainable business development.

The first speaker was Mr. William Wong (Product Manager, HKQAA) and his topic was “Introduction to sustainable management and risk management system”. In the beginning, he briefed the benefits of Business Continuity Planning and Management and found that the most important was to better understanding of your business.

Mr. Wong mentioned Business Continuity Management (BCM) used to preserve critical business functions in the face of disastrous events. Disasters were separated into Natural, Man-made and Act of God. Disasters could be defined in terms of the business impact such as it harmed critical business processes (included time-based definition and probability of occurrence). The value of BCM was Business Impact Analysis (BIA).

For Information Security, Confidentiality, Integrity and Availability (CIA) were three key elements to be considered. However, Availability would be the main focus in BCM objectives (related to Maximum Acceptable Outage (MAO), Maximum Tolerable Period of Disruption (MTPD), Minimum Business Continuity Objective (MBCO), Recovery Point Objective (RPO) and Recovery Time Objective (RTO)). The following slide showed different recovery strategies for Data Centre included Hot Site, Warm Site, Cold Site, Mirror and Mobile).

Then Mr. Wong introduced the Business Continuity Management System (BCMS) Standard “ISO 22301” which was published in 2012. There were 6 key elements included “BIA/Risk Assessment”, “Resources/Planning”, “Testing & Exercise”, “Incident Response/Communications”, “Internal Audit/Corrective Actions” and “Management Review”. Mr. Wong said IT was to support business operation and BCM covered IT continuity.

The second speaker was Mr. Rex Kan (Corporate Sustainability Manager, Fuji Xerox (HK) Ltd.) and his topic named “Business Continuity & ISO 22301”. Mr. Kan briefed the history of Fuji Xerox which established in 1962.

Then Mr. Kan mentioned Fuji Xerox Good Company Concept which included three key elements “Strong”, “Kind” and “Interesting”.

After that Mr. Kan shared their risk management and got the ISO 22301 certificate from HKQAA in which combined three system named ISO 22301, Japanese Version of Sarbanes Oxley Act (J-SOX) and Hong Kong Authorized Economic Operator (AEO) from the Customs and Excise Department, HKSAR.

An example of Business Impact Assessment was shared. The key risk classification included “Human Resource”, “Legal/IP”, “Disaster/Accident”, “Accounting/Finance” and “Planning/R&D”.

The third speaker was Mr. John Kong (SAP Technical Manager, Compass) and his presentation was “Cloud Computing Application and New Technology”.

In the beginning, Mr. Kong introduced “What is Cloud / Cloud Computing?” Some popular cloud application in consumer market such as Dropbox, iCloud, Office 365 and Google Drive were mentioned.

Five cloud computing services were discussed and they were Infrastructure-as-a-Service (IaaS), Platform-as-a-Service (PaaS), Software-as-a-Service (SaaS), Content-as-a-Service (CaaS) and Process-as-a-Service (PaaS).

Finally, Mr. Kong said if occupation of Central or other disasters were happened, we needed to consider System Backup Management, Backup System, Disaster Recovery (DR) System & Plan, and Work Anytime & Anywhere. At the end, he pointed out four Business Intelligence included Cloud, Mobile, Big Data and In-Memory Computing which were the top 10 strategic technology trends for 2012 & 2013.

Dr. Michael Li (President, ISIHK) was the last speaker and his topic entitled “TRIZ – Fast and Effective Innovative Solution Method”. Firstly Dr. Li briefed TRIZ and its history. The full name of TRIZ in English was “Theory of Solving Problems Inventively). Dr. Li said “Innovation is to remove psychological barriers and inertia and to make systematic attempts to see a problem from a new prospective.”

The he mentioned five basic concept of TRIZ included “Function”, “Contradiction”, “Ideality”, “Resources” and “Technology Evolution”. The principles behind TRIZ were “Similar problems have similar attributes thus similar solutions and thus can be solved by similar procedures”. There were five levels of solution such as Routine solution (Level 1), Simple solution (Level 2), Multiple solution (Level 3), New solution (Level 4) and Extreme solution (Level 5). After that Dr. Li mentioned there were two types of innovation and they separated into Operation and Market. Samsung usually employed Operation Innovation.

Dr. Li then focused on information system and mentioned to optimize an information system at all levels, converting inputs into outputs in the most beneficial and least harmful way possible. He also said Improvement is equal to maximize existing resources to the FULLEST degree possible! He defined “Good System” should be converting inputs into outputs in the most beneficial and least harmful way possible, as well as, providing real value to people, organizations and society. For Information Technology (IT), it does not exist in isolation, does not function in isolation. So it is part of large systems involving many others things including people. It could be considered IT system to be based on system, time and space.

TRIZ is Burn people’s mind and Trigger people’s brain that it trains our brain connecting two previously unconnected thoughts (Left and Right Brain) to lead to a new insight. After mentioned 40 Inventive Principles, Dr. Li introduced a solution algorithm in four steps.
1. Define a problem
2. Ideal final result status
3. Determine contradiction
4. Resolution of contradiction

Finally, Dr. Li concluded Innovation using life words (In Chinese) which ideas come from meditation.
  • 創作不要怕錯,如果做任何事都要求不犯錯,會完全失去創意的空間。
  • 藝術創新無分好壞對錯,只有喜歡不喜歡。商業創新沒有喜歡不喜歡,要有好壞對錯。
  • 路遠肯起步,目標越來越近。路近不起步,永遠也不會到。
  • 只要過程中全力投入,不執著成果,結果往往不會太差。
  • 遇到問題,聰明人會想辦法逃避。有智慧的人會想辦法解決。
  • 每一個困難,都是學習和進步的機會。
  • 假如未試過失敗,即是未盡過全力。
  • “知道”不如“做到”。
  • 不斷練習,把它變成習慣,再進入潛意識內。
  • 寧可“短”,不可“斷”。
Reference:HKQAA - http://www.hkqaa.org
20121016: HKQAA Seminar on ISO 22301 Business Continuity Management System - http://qualityalchemist.blogspot.hk/2012/10/hkqaa-seminar-on-iso-22301-business.html
20140624: Service Process Innovation (TRIZ) Seminar - http://qualityalchemist.blogspot.hk/2014/06/service-process-innovation-triz-seminar.html


HKSQ Dinner for Professor Shu YAMADA

HKSQ Ex-co members (Dr. Aaron Tong, Dr. K.S. Chin, Mr. Peter Fung, Dr. Zoie Wong, Ms. Minda Chiang and Dr. Lotto Lai), had dinner with Prof. Shu Yamada, on behalf of Hong Kong Society for Quality, at Shanghai Min, Tsim Sha Tsui, on 9 July 2014. The first time we had dinner with Prof. Yamada in 2009.

(Left: Lotto, Minda, Zoie, Yamada, KS and Peter)

(Left: Aaron, Lotto, Minda, Zoie, Yamada, KS and Peter)

Prof. Shu Yamada is Dean of Graduate School of Business Sciences (GSBS), University of Tsukuba. He attended an international conference at Kun Ming (昆明), China and then back to Japan via Hong Kong. We also visited Kun Ming through HKSQ Study Mission on Quality Management in 2010 (Details in reference)

Finally, Mr. Peter Fung present HKSQ souvenir to Dr. Yamada.

20090216: Welcoming Dinner for Professor Shu YAMADA - http://qualityalchemist.blogspot.hk/2009/02/welcoming-dinner-for-professor-shu.html
20100624: HKSQ Study Mission on Quality Management 2010 - http://qualityalchemist.blogspot.hk/2010/06/hksq-study-mission-on-quality.html





(一) 偷換概念 - 這不是公投,根據维基百科的解釋:
(二) 引導性問題(Leading questions) - 無論選什麼方案或棄權都是支持「佔中」
(三) 其他問卷調查的常見錯誤如:使用雙重否定、複合性和假設性問題等。

(一) 不一致的謬誤(自相矛盾) - 佔中公投的方案是經二千多名簽了意向書的佔中支持者篩選出三個方案給公眾投票,來達到爭取沒篩選的普選。(三個方案都有公民提名,但公民提名被大律師公會及律師會認為是違反基本法。) 這等同用不義的手段去爭取正義的理念。這就會變一個不擇手段的社會。(如問卷(一)所犯的謬誤,不可說成民間全民投票而得到正當受權。)
(二) 因反對白皮書表態而投票者,自動變成佔中的支持者,沒有考慮到把一眾人(包括學生)推向佔中的危險。我不殺伯仁,伯仁却因我而死。
(三) 違反康德所提出的 “自由法則”,在不妨礙別人的自由這個前提下,我們可以盡量爭取我們的自由。
(四) VIIV24之公民抗命的一文中有分析,當時結論是香港的不公義程度未到達人民醒覺的門檻。(醒覺不是指投票及遊行,而是加入行動。)







錯誤 1 - 忽視對方(中方)的問題
錯誤 3 - 讓立場(公民提名)趕走利益(合乎基本法的普選)
錯誤 5 - 無視破裂的後路


不敗的魔術師(20140620)十個不投票的理由 及(20140507)無商無量,齊來實現2014假普選 及(20140301)留/進/逃
20140604 - 傳媒的操守(Conduct of Media)
20140302 - 反暴力 ● 反佔中
20130604 - VIIV24之公民抗命(Civil Disobedience)
20130409 - 碼頭工潮的談判策略分析
20120604 - 華叔的智慧


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