2011年9月5日星期一

《政改表決一年後:香港民主運動的未來路向》公眾研討會

今天我參加了新力量網絡、香港民主發展網絡及香港城巿大學教職員協會合辦的《政改表決一年後:香港民主運動的未來路向》公眾研討會。以下是研討會的一些摘要和大家分享。


開始時,方志恒(新力量網絡副主席)介紹研討會的程序及嘉賓。


第一節(3:00 4:30)
民主運動的理論探討:放眼當前的政治形勢,香港的政制改革將何去何從?
第二節(4:30 6:00)
民主運動的策略討論:泛民各黨派應該如何重新整合及動員各方力量去爭取普選?

第一節主持蔡子強先生(香港中文大學政治與行政學系高級導師)


第一節第一位講者是馬嶽博士(香港中文大學政治與行政學系副教授)
他說香港政治體制是一個混合系統(hybrid system)而本港與內地的主流價值差距大。在香港要民眾長期投入政治運動是非常難(因為Transition Fatigue)。


二位講者是黃偉豪博士(香港中文大學亞太研究所公共政策研究中心副主任)
他的題目是香港的管治及民主化Governability and Democratization in Hong Kong)。


他說到不利民主的因素,如中國因素及經濟因素。


黃博士留意到一些新社會運動興起及政權的壓迫,所以他對本港的民主化不樂觀。


陳健民博士(香港中文大學公民社會研究中心主任)三位講者。他解釋了全港單一選區的理念及將來以3萬選為一議席來作透因,使功能組別過度至直選。
陳博士說到政體談判的過渡(Politic negotiation transition)要有兩個要素。
一、增加專制成本(如群眾壓力,國際壓力及利益矛盾)
二、減底改革風險
最後提到雙翼齊飛及整合。


第一節的最後位講者是成名博士(香港科技大學社會科學部副教授)


他的題目是政改通過後的形勢分析。


成博士再次說明民主的好處。


他提出政改通過後對香港的啟示。重點是如何通過推動非暴力公民抗爭,成功動員大眾,爭取民主


答問時間:單仲偕發表意見及覺得香港對中國的重要性開始下降。


第二節主持呂大樂教授(新力量網絡主席)

第二節第一位講者是何俊仁議員(民主黨主席、立法會議員)
何議員簡述了香港民主發展的歷史及政改的背後理念。


第二節第二位講者是馮偉華博士(終極普選聯盟召集人)
他分析香港民主運動的未來路向及提意為政改作一次過立法。


馮博士簡述爭取民主的兩大路線如下。


大約有六成受訪者支持政改方案的決定。


普選聯的理念是寸土必爭。


吳靄儀女士 (公民黨副主席、立法會議員) 第二節三位講者。
她提出香港現在兩大問題:
一、政府沒有能力管治/沒有領導意志(所以行政管理上出現了很多問題)
二、議會無法有效運作/領導民生
最後她提出參考印度的參與式民主,而不是制度式民主。


第二節的最後位講者是陶君行先生(社會民主連線主席)
他說在政改之前大家是分工的,但這個平均在2010年的政改通過後打破了。
以前的力量來源在六四及七一等反共抗中己過時,他們相信群眾路線。


答問時間:有人民力量的人把大江東去送給何俊仁
有參與者發言說在大江東去中,司徒華說社民連的目的是想搶奪民主派領導地位。因而說這是大佬文化。何俊仁幽默地回答:我已沒有做大佬很久了(電影-英雄本色的對白)。


為免斷章取義,司徒華在大江東去的一節如下(p.430):
經過一段時間的觀察,我察覺到社民連的目的,是想搶奪民主派領導地位,因為在泛民派中,他們只佔少數的票,人微言輕。我認為,民主黨不應被社民連搶佔道德高地,所以在十一月底,我已公開反對公投,其他泛民派,如民協,亦同時加入,對五區總辭持反對態度。 (跟著的兩節提出論証加以說明。)

(個人認為華叔當時是指黃毓民,不是陶君行。後來黃毓民成立了人民力量,誰是大佬文化?)

寸土必爭:香港民主運動的政治論述-它記錄了整個政改的理論,值得一看。


編輯-方志恒的簽名


Reference:
新力量網絡 - 《政改表決一年後:香港民主運動的未來路向》公眾研討會 - http://www.synergynet.org.hk/b5_news_detail.php?id=42
香港民主發展網絡 - http://www.hkddn.org/
香港城市大學教職員協會(高教聯屬下工會名單) - 香港高等院校教職員會聯會 (高教聯Blog) - http://ufed.mysinablog.com/
司徒華回憶錄-大江東去(2011OXFORD出版
方志恒(2011)寸土必爭:香港民主運動的政治論述-上書局出版


2011年9月1日星期四

Quality as a Service: Testing and Certification Industry in Hong Kong

Recently, my article entitled "Quality as a Service: Testing and Certification Industry in Hong Kong" was issued in Competitive Advantage which was published by ASQ Service Quality Division in Aug 2011. I would like to post the article for sharing to all quality professionals.


When we are talking about Quality, many people only focus on product quality. It narrows the definition of Quality just for manufacturing related or product related. In the Information Technology (IT) industry, the term “Software as a Service” (SaaS) was very famous that could be referred to as “on-demand software”. It is a software delivery model in which software and its associated information are hosted centrally, so-called cloud computing (Recently, Apple’s new service is called iCloud.). I believe that Quality is a kind of service. We always need to provide excellence service so that Quality is also on-demand by customers. Therefore, I propose the concept of “Quality as a Service”. How does the concept of goods quality convert to service quality from an objective measurement to more abstract and elusive service which is intangibility, heterogeneity and inseparability of production and consumption (Parasuraman, Zeithaml, and Berry 1985)? It definitely requires to educate the public that Quality as a Service (QaaS).

Same as IT software in cloud computing, products quality assurance is centralized by different quality service providers such as internal quality assurance and control activities, internal and external quality consultancy, external testing laboratories, inspection bodies and certification bodies. It is similar to cloud computing. I call it Quality Cloud Servicing (QCloud). QCloud is a model of QaaS, indicating that Testing, Inspection and Certification service providers as centralized software database, provides quality service to different types of industry.

The Testing and Certification (T&C) Industry was identified by the Task Force on Economic Challenges (TFEC) as one of six economic areas which are high growth potential industries in Hong Kong, on 22 June 2009. From 2008 to 2009, T&C industry’s economic growth was about 13%. It was obvious in the mature economy of Hong Kong. Thus, Hong Kong Special Administrative Region (HKSAR) government established Hong Kong Council for Testing and Certification (HKCTC) on 17 September 2009. The vision of HKCTC is to develop Hong Kong into a Testing and Certification Hub in the region by reinforcing the branding of “Tested in Hong Kong, Certified in Hong Kong.”

In that case, Census and Statistics Department (C&SD) of HKSAR conducted a survey for collecting information and views on the profile of the testing and certification service in Hong Kong from December 2009 to January 2010. It demonstrated that private laboratories dominate in testing by comparison with in-house laboratories in different industries and government organizations. Moreover, it indicated Testing Service had 66% of business receipts in 2008 (Table 1). The testing service was found mainly in the four mature trades including Textile (28%), Toys (25%), Medical Testing (20%) and Electrical Products (14%). After that, HKCTC submitted the Report with all findings to Chief Executive of HKSAR on 31 March 2011. The report finally recommended to enhance Hong Kong Accreditation System together with the Factors of Production including Manpower, Technology, Capital and Land. (Lai, 2011)

Table 1 Value Added of the Six Industries (Census and Statistics Department, HKSAR, 2011)

The government of HKSAR accepted the report and the suggestions, and took the following actions to enhance the development of T&C industry. For Accreditation System, the current mode of accreditation in Hong Kong should firstly be maintained. Then, manpower should be provided for establishing new accreditation service (e.g. ISO 22000 & ISO 27001). For doing this, universities, Vocational Training Council (VTC) and the industry would cooperate to organize seminars, workshops and career talks to enable students to have understanding of the T&C industry, and to encourage the development of their career in this aspect so as to ensure adequate manpower supply. Regarding Technology, collaboration between institutions within the existing technology infrastructures such as Hong Kong Science and Technology Parks, Hong Kong Productivity Council and five R&D centres in Hong Kong are supported in order to have a wider use of Innovation Technology Fund provided by Innovation & Technology Commission (ITC) of HKSAR. Furthermore, the Small Entrepreneur Research Assistance Programme (SERAP) should be promoted extensively to build and preserve capital. Last but not least, Land is an important factor for developing the industry in Hong Kong. Industrial buildings could be revitalized for the T&C industry. It should also keep in view in Government’s plan on land supply for the industry such as Lok Ma Chau Loop development. The report further identified four trades which are considered to be good opportunities for new economic momentum, namely Chinese Medicine, Construction Material, Food and Jewellery (Lai, 2011).

Based on the HKCTC report, one of recommendations related to Hong Kong Science and Technology Parks Corporation (HKSTPC) is to magnify the promotion of their facilities available for shared use. Technology Support Centre of HKSTPC is focusing on this recommendation at present. HKSTPC provide R&D testing service for start-up R&D companies to assist their growth.

According to the concept of Quality as a Service (QaaS), a preliminary study was performed on the testing service by HKSTPC. SERVQUAL’s’ five dimensions suggested by Parasuraman et al. (1988) was adopted and the dimensions are shown as follows:
· Tangibles: Physical facilities, equipment, and appearance of personnel
· Reliability: Ability to perform the promised service dependably and accurately
· Responsiveness: Willingness to help customers and provide prompt service
· Assurance: Knowledge and courtesy of employees and their ability to inspire trust and confidence
· Empathy: Caring, individualized attention the firm provides its customers
Questionnaires was sent out to all our existing users and finally 141 responses were confirmed valid. The survey pointed out that around 93% replied customers were satisfied with HKSTPC laboratory service. Hence, it found the most important dimension was Responsiveness and HKSTPC best laboratory service level was Assurance. (See Figure 1)

Figure 1 – Service Dimension Result on HKSTPC Laboratory Service Survey

QaaS is an important concern for Testing and Certification Industry. It not only ensures the Quality Service in T&C industry but also maintains the industry “Five High”. They are:
i) High credibility of the Industry
ii) High profit margin
iii) High value added per person engaged
iv) High education staff needed
v) High Potential Growth Industry
I expect that QCloud will further develop in Hong Kong, so as to support the international trades especially in China, successfully.

Reference:
Parasuraman, A., Valarie Zeithaml, and Leonard Berry (1985), “A Conceptual Model of Service Quality and Its Implications for Future Research” Journal of Marketing (Fall), pp.41-50.
Parasuraman, A., Valarie Zeithaml, and Leonard Berry (1988), “Servqual: A Multiple-Item Scale for Measuring Consumer Perceptions of Service Quality”, Journal of Retailing, Vol 64-1, pp.12-40.
Census and Statistics Department, HKSAR (2011) - Feature Article - The Situation of the Six Industries in Hong Kong in 2008 and 2009, Hong Kong Monthly Digest of Statistics February 2011
Lotto K.H. Lai (2011), Keynote speech entitled “Introduction to Testing and Certification Industry and Quality Movement in Hong Kong – HKSTP Supporting Case” in TQM Kaz-2011 Forum on 15-17 June 2011, Kazakhstan.


2011年8月27日星期六

Seminar on "Quality Function Deployment (QFD)"

A seminar on Quality Function Deployment (QFD) was organized by Hong Kong Society for Quality (HKSQ) and co-organized by Hong Kong Quality Function Deployment Association (HKQFDA) on 26 Aug 2011. QFD is a useful and practical method for product and service development. Moreover, HKQFDA is non-business organization to promote QFD application. All their workshops and trainings are free.



Dr. Catherine Chan (President, Hong Kong QFD Association) was the speaker to introduce QFD to us. QFD is established to Japan since 1960, it have been widely used by many world renowned enterprises, including Toyota, Nissan, GM, Hitachi, IBM, etc., for doing quality planning and product design.



Then Dr. Chan introduced two founders of QFD. They are Prof. Shigeru Mizuno and Prof. Yoji Akao. Both awarded Deming Prices in 1952 and 1978, respectively.



QFD refers:

Q - Quality which is determined by Customer Expectations (CE)

F - Function which is the "HOW" of the product or service for meeting the CE

D - Deployment which is how suppliers manage the flow of the development efforts so as to make certain that CE drive the development of products and services.


Dr. Chan explained that the gramme of Japanese is "Subject", "Object" and "Verb". Therefore, QFD means "Quality Deploy into Function".


QFD adopted the idea of control point. Demanded Qualities were separated into Substitute Characteristic (Control Pt for Design) and Production Parameters (Control Pt for production).



QFD is Quality Deployment (QD) plus Work Function Deployment (WFD). Dr. Chan said many companies only performed QD without WFD.



The most important of QFD is to develop a Quality Table. It is used to convert the needs from "Customers' World" into "Engineers' World".



The main use of QFD includes Quality Planning, Product/Service Development and Process Improvement. It could be complementary to other product development methods such as Six Sigma and Lean.



After the seminar, I represented HKSQ to present a souvenir to Dr. Catherine Chan.



At the end, Dr. Albert Tsang (Ex-Chairman of HKSQ) introduced HKSQ activities and ANQ Congress 2012 which will be held in Hong Kong. A news about HKSQ website placed in Hong Kong Council for Testing and Certification (HKCTC) website was mentioned.



Reference:



2011年8月26日星期五

Strategic Inventory Management - Successful Formulas

The Topic of August seminar entitled Strategic Inventory Management: Successful Formulas that Market Leaders Are Using Everyday, which organized by An Executive Study Group under the Chinese University of Hong Kong (CUHK) and the Hong Kong Science and Technology Parks Corp (HKSTPC) on 26 Aug 2011.



Mr. Mark Lee (MBA, CUHK) presented the content including Why Inventory Management Matters?, Aligned Strategy, Harmonic Collaboration, Sales and Operation Planning and Group Discussion.


In the beginning, Mr. Lee quoted Mr. Gianpaolo Callioni (Director of Supply Chain Strategy and Planning, HP) that inventory-driven costs equaled the PC business's total operating margin.



Mr. Lee pointed out some challenges to run the business which related to supply chain such as large number of SKU (Stock-Keeping Unit).



Then he introduced strategic structure of inventory management included Aligned Strategy, Harmonic Collaboration and Sales & Operation Planning (S&OP).



For Aligned Strategy, Mr. Lee quoted the founder of Dell Computer (Mr. Michael Dell) statement on inventory that "How Fast" not "How Much". If using "How Much" based on balance sheet, management would cut down the inventory and affected the service level. When it used "How Fast" concept, inventory would decrease without hurting service level.



There were two product characteristics which separated into "Functional" and "Innovative". Functional product is more long term but margin is low. Innovative product is a short term but margin is high. However, they used different strategy on supply chain.



Mr. Lee used Prof. Marshall L. Fisher's Matching table. It indicated Functional Product matched the Efficient Supply Chain and Innovative Product matched the Responsive Supply Chain. Mr. Lee explained that Efficient Supply Chain was a bus and Responsive Supply Chain was a taxi.



Then Mr. Lee quoted Dr. Harry Lee's statement that reduce cycle time to reduce risk by investment on infrastructure. It indicated that production capacity should be reserved (not 100% utilization).



For Harmonic Collaboration, Mr. Lee suggested "Sticking to a Rhythm" such as Toyota's "Takt Time" and Dell's "Inventory Velocity". Supply chain overall performance should be monitored.



Finally, Mr. Lee briefed the Sales & Operations Plan (S&OP). The following figure showed the process positioning of S&OP.



The 4 step workflow of S&OP was introduced.



S&OP worksheet was mention. There are separated into three parts as "Demand", "Operations" and "Inventory".



S&OP process functions involved "Manufacturing", "Sales", "Marketing", "Sourcing & Procurement" and "Finance". This S&OP process included a formal meeting each month ran by the general manager and covered a planning horizon adequate to plan resources effectively. A concise written S&OP policy is needed.



At the end of the seminar, we had an exercise to find out two of the current biggest challenges and one of the least challenge to Inventory from 8 items.



Reference:

The Centre for Logistics Technologies and Supply Chain Optimization, CUHK: http://www.logitsco.cuhk.edu.hk/

HKSTP - www.hkstp.org 新增圖片


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