The photo showed the speaker and guests.
Dr. David Chung (Chairman of EngD Society) gave an opening speech and introduced the first speaker.
The first speaker was Mr. Sunny Chai (Managing Director, Fook Tin Group Holdings Ltd.) and his topic was “Technology Management and Social Responsibility”.
In the beginning, Mr. Chai introduced the Fook Tin Group Holding Ltd which was established in 1963.
His company had already got ISO 9001, ISO 14001, OHSAS 18001 and ISO 13485 certificates. Moreover, Fook Tin cooperated with IEC to get the certificate of IECQ QC080000 Hazardous Substances Process Management which was the first company achieved it in the world.
Mr. Chai shared his acquisition of France company and how to management the technology transfer.
And then Mr. Chai explained the fundamental company’s technology management in five disciplines. They were technology strategy, forecast, roadmapping, project portfolio and technology portfolio.
About CSR, Mr. Chai said it should be included “Environmental”, “Social” and “Economic”.
After that Mr. Chai introduced Fook Tin’s technology roadmap. It was an organic growth (meaning step by step technology evolution). Mr. Chai briefed one mistake in their R&D was missing to apply IP patent in the early innovation stage, but now many innovation was registered.
Mr. Walter Fung (Vice-chairman of EngD Society) introduced the second speaker.
The second speaker was Mr. Ng Ming Lam (吳明林先生 – 資深傳媒人) and his topic was “Face to Crisis”.
Mr. Ng said that a spark could be burnt the whole forest. We must design a system to foresee the spark.
Many years ago, canary was used as an alarm for coal mine.
What is Crisis? There were three characteristics:
i) Suddenly happen
ii) Affect life, environment and reputation of company
iii) Possibly cause bad news announcement
Mr. Ng said “A crisis is not what was happened, but what people think has happened.” It was a customer minded (or human perception oriented).
He demonstrated some examples such as Lehman Brother Minibond in Hong Kong. All buyers were mainly housewife, retired people and old man whose were not able to afford risk.
The second example was Toyota. They found sticking accelerator pedals in December 2008 in England and Ireland, but they regarded as customer satisfaction, not defects. It caused a huge recall at the end.
Then Mr. Ng stated many copper mine reopened after economic tsunami. It was because of high cost of copper.
Chile had 900 copper mines but it had only 3 inspectors! It was spark that the accident must be happened. He also explained where to find the sparks such as complaints increase, poor housekeeping, cost cutting, rapid changes and bureaucracy.
Other example of sparks:
Jump floor too much
Destroy the environment (It was the worst case of capitalism.)
The worst case of bureaucracy
After that Mr. Ng mentioned PDC approach to find the sparks (P – Preventive, D – Detection and C – Correction). He used “Health” as an example.
Mr. Ng recommended to read the book entitled “Leadership” which was written by Rudolph Giuliani in 2002 (It stated 911 event in USA). Rudolph said the leader must be responsible to the crisis that arrived in the site as soon as possible, controlled the situation and faced the problem.
President Pinera (Chile) had done the same thing as Rudolph Giuliani.
The worst example was Aquino III (President of Philippine). He was delegated all his responsibility to his subordinates to rescue Hong Kong tourists in a Manila bus hijacking incident.
Urzua (Chile mine worker leader) said I am responsible. He led the team arranged 2 day food for 17 day during the crisis.
Finally, Mr. Ng concluded that we should not neglect the sparks. It needed to develop a mechanism to find sparks and managed it. The most important was the leader should be responsible.
Lastly, Mr. Ng used the sentence of Yijing (易經) in the lecture room to end his talk.
Q&A session
Group photo
I took a photo with Mr. Ng for memory.
The first speaker was Mr. Sunny Chai (Managing Director, Fook Tin Group Holdings Ltd.) and his topic was “Technology Management and Social Responsibility”.
In the beginning, Mr. Chai introduced the Fook Tin Group Holding Ltd which was established in 1963.
His company had already got ISO 9001, ISO 14001, OHSAS 18001 and ISO 13485 certificates. Moreover, Fook Tin cooperated with IEC to get the certificate of IECQ QC080000 Hazardous Substances Process Management which was the first company achieved it in the world.
Mr. Chai shared his acquisition of France company and how to management the technology transfer.
And then Mr. Chai explained the fundamental company’s technology management in five disciplines. They were technology strategy, forecast, roadmapping, project portfolio and technology portfolio.
About CSR, Mr. Chai said it should be included “Environmental”, “Social” and “Economic”.
After that Mr. Chai introduced Fook Tin’s technology roadmap. It was an organic growth (meaning step by step technology evolution). Mr. Chai briefed one mistake in their R&D was missing to apply IP patent in the early innovation stage, but now many innovation was registered.
Mr. Walter Fung (Vice-chairman of EngD Society) introduced the second speaker.
The second speaker was Mr. Ng Ming Lam (吳明林先生 – 資深傳媒人) and his topic was “Face to Crisis”.
Mr. Ng said that a spark could be burnt the whole forest. We must design a system to foresee the spark.
Many years ago, canary was used as an alarm for coal mine.
What is Crisis? There were three characteristics:
i) Suddenly happen
ii) Affect life, environment and reputation of company
iii) Possibly cause bad news announcement
Mr. Ng said “A crisis is not what was happened, but what people think has happened.” It was a customer minded (or human perception oriented).
He demonstrated some examples such as Lehman Brother Minibond in Hong Kong. All buyers were mainly housewife, retired people and old man whose were not able to afford risk.
The second example was Toyota. They found sticking accelerator pedals in December 2008 in England and Ireland, but they regarded as customer satisfaction, not defects. It caused a huge recall at the end.
Then Mr. Ng stated many copper mine reopened after economic tsunami. It was because of high cost of copper.
Chile had 900 copper mines but it had only 3 inspectors! It was spark that the accident must be happened. He also explained where to find the sparks such as complaints increase, poor housekeeping, cost cutting, rapid changes and bureaucracy.
Other example of sparks:
Jump floor too much
Destroy the environment (It was the worst case of capitalism.)
The worst case of bureaucracy
After that Mr. Ng mentioned PDC approach to find the sparks (P – Preventive, D – Detection and C – Correction). He used “Health” as an example.
Mr. Ng recommended to read the book entitled “Leadership” which was written by Rudolph Giuliani in 2002 (It stated 911 event in USA). Rudolph said the leader must be responsible to the crisis that arrived in the site as soon as possible, controlled the situation and faced the problem.
President Pinera (Chile) had done the same thing as Rudolph Giuliani.
The worst example was Aquino III (President of Philippine). He was delegated all his responsibility to his subordinates to rescue Hong Kong tourists in a Manila bus hijacking incident.
Urzua (Chile mine worker leader) said I am responsible. He led the team arranged 2 day food for 17 day during the crisis.
Finally, Mr. Ng concluded that we should not neglect the sparks. It needed to develop a mechanism to find sparks and managed it. The most important was the leader should be responsible.
Lastly, Mr. Ng used the sentence of Yijing (易經) in the lecture room to end his talk.
Q&A session
Group photo
I took a photo with Mr. Ng for memory.
沒有留言:
發佈留言