HKSQ QoL Walking Tour to Tai Ping Shan Medical

The HKSQ Quality of Life (QoL) Series named "Tai Ping Shan Medical Heritage Walking Tour" organized by Hong Kong Society for Quality (HKSQ) on 28th Feb 2015. The Tai Ping Shan District was the earliest district in Hong Kong that was ear marked in the 1840’s as the residential district for the Chinese population. The neighbouring Sai Ying Pun District was developed a decade later. With a booming population, these districts quickly became overcrowded and with poor sanitation; bubonic plague first broke out in Tai Ping Shan in 1894. In these two districts, there are many interesting relics of attempts to provide medical services to the community, including Traditional Chinese and Western medicine, as well as attempts at improving sanitation and public health. The tour is designed to promote appreciation of the medical heritage of Hong Kong, by taking participants to walk through those historical sites that witnessed the early development of our medical and public health services.

Mr. CP Chow (Former Chairman, HKSQ) was our tour guide and explained the travel agenda.

Then we took some photos for memory. (Photos are mainly from KS and last one from Karson)
1. Site of former Lock Hospital, 1880

2. Site of former Government Civil Hospital,1880 (now Tsan Yuk Hospital)

3. King’ George V Memorial Park (Site of former Civil Hospital Annex and Quarters for Medical Superintendent)

Tree on the wall!

CP hoped that HKSQ members could forget their routine work and spend half a day to take a relaxed walk to learn / understand more about Hong Kong’s unique and valuable medical heritage.

HKSQ - http://www.hksq.org/
Details of tour at http://www.hksq.org/TaiPingShanMedicalHeritageWalkTourRev4.pdf


Great Q, Big Q and Little q

I would like to further discuss the concept on “Global Quality / Great Quality” from my previous ASQ Influential Voice article. Big Q and Little q is a term coined by Dr Juran in 1980s. Big Q is about a broad, strategic and complex perspective and Little q is about a micro aspect an operational issue such as quality control.

For product, Little q would be manufactured goods, while Big Q would encompass all products, goods and services, whether for sale or not.
For processes, Little q focuses on those processes directly related to the manufacture of goods, while Big Q covers all processes.
Therefore, Little q could be considered as Quality Control for the product & direct process (Traditional concept). Big Q could be considered as Quality Management in the whole organization (Broader concept).

In 1980s, Big Data and Globalization issues had not been happened. So Total Quality Management (TQM) and Company-wide Quality Control (CWQC) were familiar for manufacturing industry and employed Big Q at that time. Therefore, I proposed Great Q (Great Quality = Global Quality) to adopt the 21st century Quality World. Great Quality is not only for product or company-wide management but also included Globalization (world supply chain management), Big Data analysis for user experience and Innovation for new product and service. This evolution is similar to Six Sigma. Generation I of Six Sigma (SS 1.0) was for defect reduction. Generation II of Six Sigma (SS 2.0) emphasized process efficiency. Now, Generation III of Six Sigma (SS 3.0) is used for developing new products and services that reach new and broader markets; that is, for Innovation!

It is obvious that breakthrough innovation can trump quality improvement. Thus, quality engineering needs to be expanded and much of it repositioned as innovation engineering. In order to adopt the change, Great Quality should be covered Big Q and Little q, as well as, new elements included Globalization, Big Data and Innovation.

It’s All About “Big Q” - http://www.juran.com/blog/its-all-about-big-q/
ASQ InfVoices – Global Quality, Great Quality - http://qualityalchemist.blogspot.hk/2015/02/asq-infvoices-global-quality-great.html
George E.P. Box & William H. Woodall (2011) “Innovation, Quality Engineering, and Statistics” Quality Engineering, 24:1, 20-29.


ASQ InfVoices – Global Quality, Great Quality

The topic of ASQ Influence Voices in February 2015 was “Why Should Quality “Go Global”?” Mr. Bill Troy (CEO, ASQ) asked questions that ASQ’s mission statement talks about increasing the use and impact of quality in response to the diverse needs of the world? Are we doing enough, throughout the world, to accomplish that mission?

Globalization has identified as one of key forces in ASQ Future of Quality studies and then it ranked top three key forces in 2005 (No. 1), 2008 (No. 1) and 2011 (No. 3), respectively. In 2013, I proposed “Asiaization (亞洲化)” would be one of key forces based on different Asia countries GDP analysis. Globalization is a big set, Asiaization is a sub-set and Localization is an element. Hong Kong Society for Quality (HKSQ) has been recognized as a WorldPartner of the ASQ since 2002 and HKSQ is also a founding member of Asian Network for Quality (ANQ) which established in 2002. HKSQ has through ASQ and ANQ platform to connect the world quality professional for sharing quality knowledge and experience.

The following diagram demonstrated HKSQ strategy that “Serve Locally, Think Globally”. Per Bill’s comment that “We know we must attract more young professionals to quality, and to an ever-increasing degree, demographics tell us those young professionals will come from outside the U.S.” I agreed to attract more young quality professionals from outside. However, we need to Serve Locally first based on our limited resource and Think Globally afterwards such as invited global experts/professionals for exchanging quality new technology and knowledge.

Finally, I would like to conclude that Quality is common language in the world. Quality itself is Global and let’ call it “Global Quality (GQ)”. GQ also means Great Q > Big Q > Little Q!

A View from the Q - http://asq.org/blog/
20130929: Asiaization is the Future of Quality - http://qualityalchemist.blogspot.hk/2013/09/asiaization-is-future-of-quality.html


ESG Seminar – How Google Uses Its Culture to Motivate Post-80s Generation

The Executive Study Group (ESG) seminar with February Topic named “How Google Uses Its Culture to Motivate Post-80s Generation” was held by the ESG, Asia Pacific Institute for Strategy Limited (APIFS) and the Hong Kong Science and Technology Parks Corp (HKSTPC) on 12 Feb 2015 in our new Grand Hall in Phase III. I would like to summarize the seminar for sharing below.

I took a photo with Dr. Mark Lee for memory during registration.

Before the seminar, Mr. Antony Kwong (Assistant Mgr, Marketing, HKSTP) introduced HKSTP new identity through video play and HKSTP new logo.

Dr. Mark Lee briefed the purpose of Executive Study Group (ESG) and he quoted Steve Job statement “Creativity is connecting things.” Then he formed Alumni Club of Exclusive Classes for Directors. He proposed to brainstorming inside your company. Then Dr. Mark Lee briefed the content of seminar included "The Most Admired Company”, “Management Ignorance on Corporate Culture”, “Office Environment Strategy”, “Organization Structure Strategy”, “Working Style Strategy” and “Brainstorming Session”.

Dr. Lee said Google was the most admired company which established 17 years and their stock price was more that HSBC plus IBM. Moreover, their employees were so young (median age of just 29). In addition, 84% of their employees had a high level of job satisfaction! What is the secret in their culture? Then Dr. Lee told us most of management ignorance on Corporate Culture because of shortsighted in business. But Google is different. During IPO, they drafted a “Letter form the Founders” with four key phases included “Long term focus”, “Serving end users”, “Don’t be evil” and “Making the world a better place”. Eventhough it rejected by the Securities and Exchange Commission initially and barriers from Lawyers and Bankers. The founders insisted to their Long Term Focus and succeed for IPO at the end.

Dr. Mark Lee introduced the three of Corporate Culture Strategy of Google included “Office Environment Strategy”, “Organization Structure Strategy” and “Working Style Strategy”.

Office Environment Strategy
Google created an environment similar to a university and one of famous items was its free gourmet cafeterias.
i) It works as Petri Dish for Idea / Creativity Fostering.
ii) The second thing Google was No Ego to keep people crowded with same privileges which enhanced the communication for creating ideas. The large space was designed as playground such as soccer game in lunchtime.
iii) Google had a concept “Live Together” to enhance Knowledge Sharing.
iv) They allowed “Messiness” for Self-Expression.
The Google’s “AdSense” was invented one day by a group of engineers from different teams who were playing pool in the office.

Organization Structure Strategy
i) Google’s strategy was by sufficient subordinates to Prevent Micromanagement. (e.g. New Version on The Rule of Seven: a minimum of seven direct reports; Project team sample with 15 to 20 direct report)
ii) Don’t use Business Units because of unit benefit over corporate benefit. No Silos and Number Games, so as to enhance Customer Productivity.
Then Dr. Mark Lee quoted Jeff Bezos (Founder Amazon) that he used Small Teams in which using “two-pizza team” rule (Teams are small enough to be fed by two pizzas). Then he also quoted Bill Campbell (Former CEO, Intuit) that “your title makes you a manager. Your people make you a leader.” So we needed to find the Biggest Impact Person as Leader in condition that this person’s own interests did not larger than corporate interests. Moreover, Dr. Lee told us old sayings “If you want something done, give it to a busy person”. Lastly, he discussed Product Experts at Senior Level. A good rule of thumb is that at least 50% of the people at the table should be experts during staff meeting.

Working Style Strategy
TGIF ("Thank God It's Friday.") is a Google’s weekly all-hands meeting, where employees ask questions directly to the company’s top leaders and other executives about any number of company issues.
i) They focused on Work Enjoyment with a sense of humor. (e.g. CEO dancing “Gangnam Style” with PSY.
ii) Work-Life Balance indicated Work and Life are not separated. People overworked in a good way with too many interesting things to do both work and at home.
iii) The “Yes” Culture mean “Don’t Easy to Setup Gates”. This style named Freedom with Less Approvals.
iv) Questioning the Comfort Zone is Self-Reflection. Here ask two questions: “What is the culture that defines your company today?” and “What problems has this culture caused with the business?”
v) Dissent Obligation is a Speak-Up Culture to demolish the culture of fear.
vi) Integrity demonstrated in the Letter form the Founders such as “Don’t Be Evil”.

In Brainstorming Session, Dr. Lee asked two questions below:
- Which concept or case is the most impressive to you?
- Why? And how does it relate to your experience?

HKSTP Events & Seminar - http://www.hkstp.org/en-US/News-Media-Events/Events-Seminars.aspx#.VN4WgfmUchA
Asia Pacific Institute for Strategy Limited (亞太策略研究所有限公司) – www.apifs.org (Remark: It redirect to the online survey.)


OUHK Technical Seminar on Methodology and Technology in Microbiology Testing

The Technical Seminar named “Methodology and Technology in Microbiology” which jointly organized by The School of Science and Technology, The Open University of Hong Kong (OUHK), and Bio-Gene Technology Ltd. on 11 Feb 2015. The summary was shown below.

In the beginning, Dr. George HK LAU (Programme Leader & Associate Professor, Testing and Certification, School of Science & Technology, OUHK) gave a welcoming address. He introduced the new campus named Jubilee College and it was mainly for full time students. Then he introduced OUHK programme about T&C industry.

Group photo of all speakers and representatives of organizers
(Left: Dr. Fred LEE , Dr. George HK LAU, Ms. Mos Mo, Representative of Bio-gene, Mr. Kent W.K. Leung and Prof. KC Ho (Dean, School of Science and Technology, OUHK))

The first speaker was Dr. Fred LEE (Assistant Professor, School of Science and Technology, OUHK) and his topic entitled “The Research and Development in Microbiological Testing”. Firstly, Dr. Lee introduced different microbiological testing technologies and its development trend. Then he discussed each technology limitations and challenges.

Dr. Lee briefed different food safety incidents which related to microbiology. One of famous incidents was Legionella bacteria that found in Hong Kong government’s new headquarters in 2012. Then he introduced some common microbiological testing included Aerobic Colony Count (ACC), E. coil count, Salmonella spp., Listeria monocytogenes, E.coil O157:H7, Straphylococus aureus, etc.

Dr. Lee explained from traditional and classical analysis to instrumentation analysis because of the expectation on rapid, automation, ease to use, sensitively, specificity, cost effective and high-throughput. Then he introduced modern technologies as follows.
Serological – based technology
It related to antigen and antibody reaction such as Enzyme-Linked ImmunoSorbent Assay (ELISA).

Mass spectrometric (MS) – based technology
Rapid identification of food pathogenic and spoilage bacteria by MS fingerprinting was discussed (e.g. Matrix-assisted laser desorption / ionization (MALDI))

Molecular – based technology
Dr. Lee introduced different molecular analysis techniques included Polymerase Chain Reaction (PCR) / Real-time PCR, Gene probes / array and Metagenomic.

Finally, Dr. Lee concluded the challenges and limitations included Validation such as standard reference culture techniques, Viable or not, Training & Expertise, Cost, Regulation Approval, Reference materials and Harmonized Standard Methods.

The second speaker was Mr. Kent W.K. Leung (Technical Service Specialist, Techincal Dept., 3M HK Ltd.) and his presentation named “Rapid Technology in Food Safety”. Mr. Leung introduced the global trend of environmental monitoring for different targets included Pathogenic Organisms (e.g. Listeria, Salmonella), Indicator Organisms (e.g. Enterobacteriaceae) and Rapid Hygiene Monitoring (e.g. ATP, Protein).

Mr. Kent Leung said the trend for food safety strategy was from Detection to Prevention. There was an increased use of environment monitoring as a means to verify the prerequisite programs of HACCP; because 70% chance of organism was found from environment which contaminated our food. Therefore, the sampling focus should be on the most critical area of the plant. In addition, the diligent search for the pathogen needed to be part of Food Safety Culture of the facility. The following diagram demonstrated different pathogen test methods.

Then Mr. Leung mentioned 3M Petrifilm Plate and compared with Traditional Agar FDA BAM Method. It was found that 3M Petrifilm Plate and Disk Method used about 55hr to get the confirmation result of salmonella but the traditional one used upto 150hr (~3 times of Disk Method!).

Moreover, Mr. Leung introduced a better technology named Isothermal DNA Amplification (compared with PCR) and Bioluminescence Detection which used Adenosine Tri Phosphate (ATP) to generate light which was detected, indicating target DNA. The ATP detection principle was shown as follows.

One challenge of ATP detection was not the same response in different brand of ATP detection systems. It needed to create harmonization group to align it because it seemed to be the fastest detection techniques (~10s). (where PCR about 1 to 2 hr). Finally, Mr. Kent Leung concluded that the best strategy could involve a COMBINATION of pathogen, indicator and rapid hygiene indications for environmental monitoring.

The last speaker was Ms. Mos Mo (Regional Marketing Manager, Laboratory Business Asia, Pall Filtration Pte Ltd.) and her presentation topic was “Microbiology QC for Water of Pharmaceutical Purpose”.

Firstly, Ms. Mo briefed microbiology QC requirements in Manufacture, Environment and Testing Laboratory. Then she reviewed plate counts and MPN (Most Probable Number) methods. The following two diagrams showed different requirement from US Pharmacopoeia.

She said the chapter number below 1000 was mandatory requirement. The chapter number larger than 1000 was guidance.

The tracking of microbe diagram was shown as follows. It included “Raw Material, Bulk Equipment, Area, Water, Container Closure, Personnel” to “Bulk Preparation”, and then “Filtration and Filling”, end at “Sterile Products Release” and “Non-sterile Products Release”.

Finally, she discussed the water quality types and validation using USP <1231>. Based on ASTM standard, it considered Resistivity (MOhm.cm at 25C), pH, TOC (ppb) and Bacteria (cfu/100ml).
Type I   : 18.0,    NA,     50,     <1
Type II  : 1.0,      NA,     50,     <10
Type III : 4.0,      NA,    200,    <100

After that we performed Microbiology QC Contest.

Even though our team lost, we still had souvenir.

OUHK - http://www.ouhk.edu.hk/
Bio-Gene - http://www.bio-gene.com.hk/



愛因斯坦曾經說過:「我們不能依賴當初產生問題時的同樣思維去解決這問題。」 (We cannot solve our problems with the same thinking we used when we created them)


他的第二個理由是這個建議會製造政策和行政混亂。他認為創新科技卻一分為二:通訊及創意產業政策留在原來的商務及經濟發展局,其餘的創新科技政策則撥入新設的創新及科技局。之前全都是留在商務及經濟發展局,但範圍太大,不能兼顧。重點問題是在創新及科技政策上沒有專責局來推動,體現不到高層管理人員的承諾(Top Management Commitment)!創新及科技局局長在整個政策中,以主持人身份(facilitator)和各局局長協調,令創新及科技政策得以推行。因為創新及科技多數是跨部門的,一定要有局長級官員(直接向行政長官報告)作協調。

Dear CY,
本人非常同意香港要發展創新和科技。最近在深圳虛擬大學園 / 國家大學科技園,參加了城市大學2014系統工程和管理科學春季研究會議。
CityU Spring Research Conference on Systems Engineering and Management Science 2014
(姚XX 代行)


如下圖為全面品質管理的二十二項實施方法。(A 22-step implementation roadmap of TQM adoption (Source:Chin & Dale, 2001))




20150302: 答客問創科 - http://qualityalchemist.blogspot.hk/2015/03/blog-post.html
20150129: 指點天下 - 王永平: 反對設立創科局 - http://www.am730.com.hk/column-247937 
20140416: 王永平《信博》三大理由反對成立創新及科技局 - http://forum.hkej.com/node/112045 
20131106 - 反駁政府闡釋免費電視牌照申請決定 - 四大謬誤!- http://qualityalchemist.blogspot.hk/2013/11/blog-post_6.html 
20110625 -「香港競爭力何去何從?」研討會-創新及科技局如何落實?(Hong Kong Competitiveness Seminar)- http://qualityalchemist.blogspot.hk/2011/06/hong-kong-competitiveness-seminar.html 
Chin K.S. and Dale B.G. (2000) A TQM Implementation Framework for Hong Kong Manufacturing Industries, City University of Hong Kong.

國家實驗室大樓 (State Key Laboratory Building):
Proposed to reserve one building in Phase III for consolidating all State Key Laboratory in different universities in Hong Kong.
Universities’ State Key Laboratory:
CityU - http://www.cityu.edu.hk/ro/dlSKL.htm 
CUHK - http://www.cuhk.edu.hk/english/research/laboratory.html 
HKBU - http://enews.hkbu.edu.hk/view_article.php?id=21920 
HKU - http://www.hku.hk/research/state_key_lab.html 
HKUST - http://www.vprg.ust.hk/rgs/eng/centers_n_institutes/state_key_laboratories.html 

傳送日期︰ 2012年05月31日 (週四) 11:34 PM
主題︰ 不要扼殺了大家認同的創新及科技局!
Dear All Members of the Fourth Legislative Council ,
I expected the new Technology and Communications Bureau (TCB) will not be delayed. It is so important to assist Hong Kong to develop a knowledge based economic.
I attended the seminar in last year and posted below for your reference.
The seminar entitled "What is the direction of Hong Kong Competitiveness? How to establish the Innovation and Technology Bureau?" co-organized by Beijing-Hong Kong Academic Exchange Centre, TechMatrix Research Centre, and Hong Kong Professionals and Senior Executives Association on 25 June 2011.
The group discussion was performed and participants included Dr. Samson Tam Wai Ho (譚偉豪), Mrs. Fanny Law (羅范椒芬), Mr. LAU Kong Wah (劉江華), Ms. Emily Lau Wai-hing (劉慧卿), Prof. Chan Chi-fai, Andrew (陳志輝) and Dr. Ni (倪鵬飛)
At the end, all guests supported to establish Innovation and Technology Bureau in Hong Kong.
Best Regards,
(P.S. Your email was collected at


HKSQ & ISI Workshop of Innovative Total Quality Improvement (iTQI)

Hong Kong Society for Quality (HKSQ) and Institute of Systematic Innovation Hong Kong (ISIHK) co-organized the 1st Workshop entitled “Innovative Total Quality Improvement (iTQI)” on 7th Feb 2015. The aim of this workshop was to introduce the first innovation approach being developed in Hong Kong, which combines the teachings of G. Altshuller’s “TRIZ” principles and innovation guru T. Brown’s “People Centered Innovation” theory named PKIR (問知創行) innovation model. Dr. Victor Lo (Vice Chairman - Institute of Systematic Innovation, HK) was our trainer who was familiar in both innovation and quality areas. Why he developed this method? Dr. Lo quoted Mr. Wen Jiabao (溫家寶) statement that “Autonomous Innovation, Method First.” (自主創新,方法先行。)

During Dr. Lo reviewed quality development in Hong Kong, Mr. Warner S.Y. YEH (Founding Chairman of HKSQ) was found in the newspaper in 1995 (Left 2nd). Then he mentioned his definition of TQM in 1994 “It is a series of changes in culture that put forward as a management approach. It is to make everyone in the organization to believe in & be capable to continuously improve towards customer satisfaction as planned through cross functional dynamics and lead by top management.” Dr. Lo also introduced the evolution to creativity from Agriculture Age (farmer) in 18th Century to Industrial Age (factory worker) in the 19th Century, to Information Age (knowledge worker) in the 20th Century, to Conceptual Age (creators and empathizers) and end to Innovation in the 21st Century.

Dr. Victor Lo had defined Innovation in 2010 to be “Innovation is beyond own knowledge, throw off prejudices, to learn from outside world, then apply to add value.” (創新是超越自己的知識範疇,拋開成見,向外面的世界學習,然後應用増值。) In 2011, Dr. Lo used Need (需)to New (新) plus Function (用) that create Value (值) as the definition of Innovation. (需新用值) (which mentioned in the past seminar and details in reference 20111122). After that he introduced the four major areas of innovation included “Customer Intimacy”, “Technical System”, “Product Leadership” and “Process Excellence”. Business Innovation was related between Value Proposition and Customer Segment.

I like Dr. Lo quoted form Albert Einstein that “We CANNOT solve our problems with the SAME THINKING. We used when we created them.” Then Dr. Lo introduced Innovation Methods which separated by TRIZ and People Centered Innovation (Design thinking – IDEO) (Pls read reference 20131212). He taught us about 5 TRIZ pillars included Functionality, Resources, Ideality, Contradiction and Evolution. One food helped us to remember these 5 pillars was “Fried RICE” (F.RICE). (Details in reference 20111122))

Then Dr. Lo briefed the 40 Innovation Principle (IP) Icons and demonstrated some examples.

We need study 40 IPs and then separated into three teams for competition.

After that Dr. Lo introduced the other side of innovation related to People Centered Innovation (PCI). Human characteristic about leaf and right brain dominant were discussed. Some samples about human idea association power were demonstrated. One card named “Random Word” (風馬牛) was showed below. Human “Pattern making capability” like IP 16 card was briefed and Dr. Lo quoted Edward de Bono that “Given a series of pictorial images to connect, one brain is usually capable of making even more connections.”

Then Dr. Lo briefed Design Thinking included “Empathize”, “Define”, “Ideate”, “Prototype”, “Test” and “Learn”; and then he modified to be his model for PCI named “Look, Hear, Test and Analysis” (望聞試切). After combined two approaches and the final PCI to be “Prototype” (雛形設計), “Empathy” (身同感受), “Test” (測試實驗), “Team” (熱誠團隊) and “Yong Jia” (用家關注).
Dr. Victor Lo concluded TRIZ and PCL to create Lo’s Ten Innovation Tips as follows:
Fried Rice (炒飯): F – Functionality; R – Resources; I – Ideality; C – Contradiction and E – Evolution;
Petty Cash (零用錢): P – Prototype; E – Empathy; T – Test; T – Team and Y – Yong Jia.

After that Dr. Lo quoted Plato that “You can discover more about a person in an hour of play than in a year of conversation”. There were seven golds in Lego Serious Play showed in the diagram below.

Finally, Dr. Lo expressed his dream that iTQI could be applied everybody, everywhere, every day and everything. His idea on Innovation is equal to Ideation X Implementation X Integrity = i^3.

Dr. Lo introduced his PKIR (問知創行) innovation model where P – Problem identification, K – Knowledge acquisition, I – Ideation and R – Realization with 50 Flash cards, as well as, standing on the shoulders of TRIZ and People Centered Innovation (PCI) giants. (Details refer to 20131212).
One new element was added in this innovation model which named Innovation Kata (創新套路).

Then we practiced the Lego Serious Play. Minda and I results to describe how to overcome barrier to innovate in our company.

Others classmates worked hearty and we needed to present finally.

Minda and I, as well as Angela (HKSQ team) were presented our Lego results.

At the end, we took a group photo with joy.

Minda and I got the certificates and took a photo with Dr. Victor Lo.

Angela also got the certificates and took a photo with Dr. Lo.

HKSQ team took photo with Dr. Lo with Lego results. The workshop was completed successfully and it would be continued very soon.

HKSQ - www.hksq.org
Institute of Systematic Innovation, HK - http://www.isi.org.hk/

My previous related articles and seminar summary:
20150116 - HKSQ & ISI Seminar of Innovative Model – iTQI - http://qualityalchemist.blogspot.hk/2015/01/hksq-isi-seminar-of-innovative-model.html
20141216 - Towngas Quality Day 2014 - http://qualityalchemist.blogspot.hk/2014/12/towngas-quality-day-2014.html
20140425 - HKSQ Technical Visit to Towngas - Quality & Innovation - http://qualityalchemist.blogspot.hk/2014/04/hksq-technical-visit-to-towngas-quality.html
20131212 - HKSQ Seminar on Innovative Total Quality Improvement - PKIR (問知創行) innovation model - http://qualityalchemist.blogspot.hk/2013/12/hksq-seminar-on-innovative-total.html
20130824 - ISI Seminar & Summer Networking 2013 - http://qualityalchemist.blogspot.hk/2013/08/isi-seminar-summer-networking-2013.html
20111122 - Seminar on Business Excellence with Innovative Improvements - http://qualityalchemist.blogspot.hk/2011/11/seminar-on-business-excellence-with.html
20110414 - HKU Quality Management Student Forum - http://qualityalchemist.blogspot.com/2011/04/hku-quality-management-student-forum.html
Innovation – From Art to Science - http://qualityalchemist.blogspot.com/2009/08/innovation-from-art-to-science.html
Innovation / Creativity Management (BS 7000-1:2008) - http://qualityalchemist.blogspot.com/2009/06/innovation-creativity-management-bs.html


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