Quality Alchemist (品質煉金術師): ICQ 2014 Tokyo

2014年10月20日星期一

ICQ 2014 Tokyo – Day 1

The International Conference on Quality (ICQ) 2014 in Tokyo, Japan was held on 19-22 October 2014. Prof. Fugee Tsung, Mr. Ivan Ng and I as representatives of Hong Kong Society for Quality joined this conference.

Before the conference, I took some photos with quality professionals.
I met Dr. John Timmerman (Left 1), Mr. Gregory H. Watson (Left 2) and Mr. Jan Gillett (Right).

Then I took a photo with Thailand friends. (Left: Assoc. Prof. Dr. Pichit Sukchareonpong (VP for Research and Academic Services, Thai-Nichi Institute of Technology), Prof. Phulporn Saengbangpla (SQAT) and Assoc. Prof. Damrong Thawesaengskulthai (Executive Director & Director General, Technology Promotion Association (Thailand-Japan))

In the beginning, Mr. Shinichi Sasaki (Vice-Chairman, The Organizing Committee) gave an welcome address to us. He briefed the theme “Innovation through Quality – Creating New Value for the World!” and he was happy to receive as many as 1,000 participants in total, approximately 480 participants from more than 38 countries and regions and 520 from all corners of Japan.

The keynote speaker was Mr. Masahiro Sakane (Councilor, Komatsu; and Chairman, Union of Japanese Scientists and Engineers) and his topic entitled “Innovation through Quality – Creating New Value for the World”. His talk included “Introduction of Komatsu Ltd.”, “Assessment of Fundamental changes in the World” and “Komatsu’s Efforts”. Mr. Sakane mentioned that their “Construction and mining equipment” and “Industrial machinery and others” had No.1 & 2 market share in the world.

Then he explained the global changes of market share. After Japan’s massive bubble economy, China and Asia portion had increased. He also said the population increased and urbanization, we would focus on Resource/Energy, Food/Water, and Global environment plus Medical treatment. We went to Age Society.

Finally, Mr. Sakane introduced the creation of new corporate value through different degree of involvement. Komatsu’s Brand Management is equal to reassessment of relationship with customers. The Komatsu Way is to Share Values and Beliefs in Action.

Mr. Kan Trakulhoon (Group Chairman, Siam Cement Group) was the guest speaker to give us the special lecture 1 named “Quality Management in Siam Cement Group”. Mr. Trakulhoon briefed the background of SCG included Chemicals, Cement-Building material and Paper business.

Then he mentioned they introduced TQM from 1992 to 1997. They set up Total Quality Promotion Centre, established TQM Policy, invited Dr. Kano as TQM Consultant Team Leader and performed pilot TQM implementation. In Crisis Overcoming phase from 1998 to 2005, they took group-wide promotion of TQM and rigorous TQM implementation, so as to overcome the crisis with positive business performance. Vision oriented TQM sustaining phase 2006 onwards were stated. SCG as ASEAN sustainable business leader performed synergy of TQM & TPM for operational excellence and established a solid foundation to foster “Innovations”.

Mr. Trakulhoon mentioned that they committed in R&D such as establishment R&D System & Infrastructure, significantly R&D budget increased, higher number of specialists employed, as well as, promoting “Open & Challenge” Culture. He said “Sustaining competitiveness & growth needs well-throught-out people development framework”.

During the break, I met many quality professional friends and took photos for memory.
(Left: Mr. Stephen K. Hacker (ASQ Board Chair 2014), Mr. Janak Mehta (President, International Academy for Quality (IAQ) & Chairman, TQM International Pvt. Ltd. (TQMI)) and I)

Photo with Prof. Hiroshi Osada (Professor Emeritus, Tokyo Institute of Technology)

Photo with Dr. V. Swaminathan (National VP, National Institution for Quality & Reliability, India)

Photo with Mr. Kenneth Leung (Chairman, ANQ & SQI), Prof. Fugee Tsung and Mr. Yukihiro Ando (TQM Consultant))

Photo with Prof. Fugee Tsung (HKSQ), Ms. X.F. TANG (Executive Vice President of Shanghai Association for Quality (SAQ)), Mr. Feng PAN (Deputy Secretary General of SAQ) and Mr. Xuchun ZHOU (Director, On-Site Service Dept., SAQ)

Fugee and I took a photo with Prof. Kazuyuki Suzuki (Professor, Dept. of Informatics, University of Electro-Communications, Tokyo) (Middle)

Then we took a photo with Mr. Roland K. Jahnke (Academicaian, IAQ; Chairman, QiETT; and IAQ Representative at UNESCO Headquarters, Paris) and Dr. Charles A. Aubrey II (Chairman APQO/GPEA).

The second guest speaker was Dr. John Timmerman (Senior Strategist, Customer Experience & Innovation, Gallup) and his special lecture 2 named “Behavioral Economic Design of the Customer Experience”. John introduced there were three pills like Matrix firm that were Processing, Perceptions and Potential.

Then John mentioned Behavioral Economics that was about understanding economic behavior and its consequences. It’s also about understanding whether people make good or bad choices, and could be helped to make better choices. Then he did different experiment with participants. One of experiments named “Black Dots”. It implied that what you see might not be true.

After that he introduced there were two systems in our brain. The System 1 which operated automatically and quickly with little or no effort and no sense of voluntary control and the System 2 which allocated attention to the effortful mental activities that demanded it, including complex computations. John also said human decision only 30% rational but 70% non-rational. Finally, he stated VITAL Innovation Principles as follows:
Vision – Consider the broader framing beyond the obvious project goal.
Insights – Understand the customers unspoken requirements.
Test – Allow for evolving design changes & evaluate under complex conditions.
Alternatives – Identify souldtions that are scalable in collaboration with key stakeholders.
Learning – Incorporate feedback loops & iterative learning cycles in the design process.
Finally, John focused on Innovation Strengths and concluded into three points below.
1. Humans are mostly non-rational.
2. Emotions predict economic outcomes.
3. Focus on employee strengths.

Before lunch break, Fugee and I took a photo with Mr. William J. Troy (CEO, ASQ).

Then we went to poster session, Ivan and I took a photo with Dr. Ngo Van Nhon (Vietnam Quality Association of Ho Chi Minh City, VQAH) and his poster named “Applying ISO 26000 Standard for Sustainable Development and Enhancing Social Responsibility in Education”.

I took a photo with Dr. Masaaki KANEKO (Junior Associate Professor, Tokai University) (Left) and his student Mr. Tetsuya Kobayashi (Right).

We met Mr. Anil Sachdev and Mr. Kenneth Leung. We took a photo for memory.

After that Ivan and I attended different concurrent sections below.
In Quality in Service session, Mr. Anil Sachdev (President, TQM International India) was the speaker to present the topic named “Challenges and Approach in implementation of TQM in Service Organizations”. In the beginning, Mr. Sachdev briefed TQMI which was leading QM consultancy organization in India since 1992, where Mr. Janak Mehta is Chairman & Managing Director.

Then Anil introduced the challenges in service sector such as invisible processes and outputs, error occur after used, lack of data or proper measure, etc. Then he introduced the typical path for problem solving in the following diagram. At the end, Anil concluded that TQM was a proven management approach and could implement in both manufacturing and service sectors.

Then we went to the session “Top Management Panel Discussion” which chaired by Dr. Hiroshi Osada (Bunkyo University). Mr. Makoto Nakao (President & CEO, GC Corporation, Japan) presented a topic related to dentistry.

He explained why dentistry important to society and customer.
1) Japan is the world’s fastest aging country
2) Aging world’s populations were compared
3) Link between the number of existing teeth and survival time was significant.

Finally, Mr. Nakao said we needed innovations for value creation so that each “GC Associate” must cope with changes!

Mr. T.V. Narendran (Managing Director of TATA Steel, India & SE Asia) shared his view on Innovation through Quality. Mr. Narendran introduced Tata Steel which was a global steel company uniquely positioned in developed and developing markets. Then he would share their TQM Journey that was the catalyst for improvement & innovation, as well as, innovation case study.

Mr. Narendran said TQM was a systematic approach to Improvements & Innovation, as well as, “Our Policy Management also creates scope for Innovations”. Moreover, they formed Innovation Council, identification of Innovent (consumer-in vehicle) and collaboration with student innovators to nuture Innovation, so as to achieve “Mind Over Matter”.

Back to the Quality in Service session, we attended Prof. Yoshninori lizuka (The University of Tokyo, Japan) and his presentation entitled “Quality Management Approach to Healthcare – Its Meaning and Significance”. Firstly, Prof. Iizuka asked us what did quality management approach mean. He said an excellent work system included Technology, Management, People and Organization Culture. Then he also asked us which was more important, “Technology” or “Management”? Prof. Iizuka believe Inherent Technology is more important. Moreover, the best approach on quality management was to understand the significance of management technology and applied it into the management of an organization.

Then he raised Healthcare as a Socio-Technology (HaaST) which was formed by sharing knowledge, built knowledge infrastructure and Implementation. The details were stated in the following table.

In the session of Standardization and Daily Work Management, Jane Seddon and Jan Gillett (Chairman and co-founder, Process Management International) presented “The Deming Cycle: Everyday performance revolution”. Jan said many people had helped us “learn how to learn” included Aristotle, Newton, Shewhart, Deming, Juran, Taguchi, etc. He asked us to think about when we used the Deming Cycle (PDCA and PDSA).

Then Ms. Jane Seddon asked three import questions to employ PDSA.

1. What are we trying to accomplish?

2. How will we know that a change is an improvement?

3. What changes can we make that will result in improvement?

Jane proposed to start with Study, then Plan with Theory and Prediction, Do which joint workshop to define these key processes; lastly, Act to taking the partner into the client’s confidence.

They concluded that PDSA / PDCA used in many cultures but the words start with different letters.

For Quality in Education session, Dr. Ngo Van Nhon (Vietnam Quality Association of Ho Chi Minh City, Vietnam) presented this study named “Applying ISO 26000 Standard for Sustainable Development and Ehancing Social Responsibility in Education”.

Dr. Ngo explained how to implement seven core subjects of ISO 26000 in education to us. Which included the responsibility with Organization Governance, Human Rights, Labor Practices, Environment, for Consumer Issues, Fair Operating Practices, Community Involvement and Development. Finally, Dr. Ngo concluded applying the ISO 26000:2010 could help college to improve the quality of education, enhance the effectiveness and efficiency of the management system and improve the credibility and accountability.
In Quality by Statistical Method session, Prof. Shu Yamada (University of Tsukuba, Japan) presented his paper “Application DOE to computer simulation at Development and Design stage”. Prof. Yamada briefed the advantages of computer simulation such as reduction of time, better solution by repetition and sharing knowledge by describing a model.

He would focus on exploring the feasible region of design factors. He demonstrated one of examples using computer simulation on DOE with strategy for “Treasure Hunting”. Then he also briefed the validating the developing model and one of examples was wire bonding in IC.

Finally, we attended Mr. Yukihiro Ando (TQM Consultant, Japan) speech and his talk was “Introduction to JSQC-Std 32001:2013 ‘Guidelines for Daily Management”. He stated the definition of Daily Management that all activities to effectively achieve the objectives with regard to the job that every job unit of the organization is charged with. (JSQC-Std. 00-001)

Mr. Ando briefed the Roles of Daily Management in TQM. In clause 4.3, Daily Management method employed SDCA cycle. Moreover, it had maturity evaluation in clause 4.7 in which separated into 5 levels from Level 1 (No idea & system), Level 2 (Not properly understood, Level 3 (Implemented but not effective), Level 4 (Effective) to Level 5 (Well customized and very effective).

After the day 1 program, Prof. Fugee Tsung and I arranged HKSQ network dinner to invite Dr. Ngo Van Nhon, Mr. and Mrs. Roland K. Jahnke (Academician, IAQ; Director Deutsche Post DHL).