I. Presentation overview—Lynn Tang, PhD, Associate Professor, College of New Jersey
China’s 12th Five Year Plan (2011-2015) offers an important framework for China’s economic and social development. It is also a significant document for China’s partners in the world economy because it presents both opportunities to do business with China and challenges to compete with Chinese companies in the global marketplace. Policy makers should also heed to China’s call for accomplishing the Plan’s goals.
The presentation briefly describes the nature of the Plan and explains the implications of the Plan to US businesses. Emphasis is placed on opportunities in China for companies in the health, technology and environmental sectors over the next 5-10 years.
The presenter will encourage wide audience participation. Several simple questions will be posed to the audience at the beginning of the presentation to engage them in discussion. Participants will benefit from the presentation by learning about the planned direction of the Chinese economy over the next few years, the implications of China’s policies for domestic and international business, and the role that U.S. businesses can play in this new economic environment.
Since 2001, when China entered the World Trade Organization, to today when China has hosted the Summer Olympics in 2008 and the World Expo in 2010, the country has evolved into the global low-cost Manufacturing powerhouse with a sizeable sovereign wealth of about USD $3 trillion. Beginning a new decade, we see a changing Healthcare and Life Sciences landscape in the 21st Century with China developing and becoming a new Global Epicenter for Life Sciences Research and Innovation. The U.S. may still be the world’s superpower, but China and India are rapidly vying for world dominance in Biopharma by adding more research and innovation to their life sciences industry. There is a growing competition among these three nations for biopharma enterprises and their jobs, as they all look to this industry (pharmaceutical and biotech) for future growth.
The presentation will briefly describe the current market landscape in China and summarize the implications of Quality to US health, technology and environment businesses. Emphasis will be placed on new regulations that may have relevance to other industries. The presenter will discuss challenges and opportunities in China for U.S. companies in this decade. Continue reading Economic and Quality Trends in China: Challenges and Opportunities→
With over 100,000 members in over 129 countries, the American Society for Quality remains the premier global organization for the profession, promoting quality as a rigorous, multi-functional culture of conducting business and fostering customer-driven growth. Improving from good to great is in the profession’s DNA and it is this heritage that the Metropolitan Section’s members strive to hone and enhance.
The NY/NJ Metropolitan Section’s founding members in the 1940s included the seminal thought leaders of the profession with names such as William Edwards Deming, Joseph Juran, Mason Wescott, Harold Dodge, and Walter Shewhart. As the elected Chair of the New York/ New Jersey Metropolitan Section, I am thrilled to be part of this great organization and participate in its storied tradition.
Along with the Metropolitan Executive Leadership Team and associated Committee Chairs, we benefit greatly from having the shoulders of such giants to stand upon, but tradition alone hardly equates with current and future progress. Rather, it will take the collaboration throughout our own talented membership internal to Metropolitan as well as through other organizations external to ASQ in order to diligently maintain a stance of stable, productive growth. We are continually seeking members who are passionate in contributing their personal expertise to the section and ultimately, to the entirety of the quality profession while furthering the section’s legacy into the decades to come. Continue reading Austin S. Lin – Incoming Chair Message 2011-12→
In the expanding markets of the modern era, the connectivity between business units, internal customers, and external supply chains from vendors to consumers are becoming more complex. Supply chains no longer extend exclusively across towns or even cities — distances now range from 30 minute drives down the interstate to 30 days of ocean freight to other continents.
As the market evolves, so does the necessity for supply chain quality management to adapt alongside it. In addition to these complexities, there are now cultural differences affecting the changing business environment, whether regionally within a country or globally between nations.
What hasn’t changed is that the customer still expects products and services to be delivered on time and to specification. How does the evolving company best position itself to deliver these demands?
Attendees will be introduced to three Evolutionary changes needed in order to maintain pace with assuring customer/ consumer quality amidst the challenges of the modern supply chain:
Evolution 1: Data Delivery and Consistency
How One collects data and makes comparisons between manufacturing sites. Is all data created equal? What’s the difference between real time data collection vs. real time SPC? Can a process be “over-standardized”?
Evolution 2: Quality Touch Points
How does a typical 1950s US supply chain compare to a 2008 international supply chain? How do these changes in supply chain complexity make quality controls all the more critical? How does one incorporate logistics and freight forwarders into the quality equation?
Evolution 3: Cultural Convergence
How do companies face the modern challenges of cultural and business practices, both regionally and globally, including language & time zone differences?
The Nominating Committee nominated the following for the 2009-2010 Executive Board of the NY/NJ Metropolitan Section (0300) of the American Society for Quality. All of them have agreed to serve on the board for year 2009-2010.
Andrew W. Frohn
Russell A. Ferretti
Dak K. Murthy
The Bylaws of the Section provides the following:
6.0 ELECTION OF OFFICERS
6.1 The Section Chair, with the approval of the Leadership Committee, shall appoint the members of the Section Nominating Committee. The Nominating Committee shall nominate, at a minimum, one eligible candidate for each elected position. In addition, a call for nominations from the general Section membership shall be made at least 30 days in advance of the presentation of nominees. Nominations from the general Section membership shall require the submission of a nomination petition, signed by at least 10 Members, and submitted to the Section Secretary prior to the date published.
Members may make additional nominations by 4 February 2009 by submitting the properly executed petition to the Section Secretary, Mr. Andrew W. Frohn,(E-mail: email@example.com, Telephone: 212-614-3357).
The recent recalls of products made in China underlines the need for an active program to assure the salability of goods and services when outsourcing. The only reason a company has to outsource the production of items, or the operation of a call center, or the production of a computer program is to reduce costs. Everyone knows that reduced costs increase profits. Or do they?
When outsourcing, one must not forget that the customer is interested in value. Value includes the price and the quality of the product or service. A product or service for which one has paid good money must be able to deliver what the supplier promised. Unfortunately, some use outsourcing to reduce costs without examining whether the quality is the same as that resulting from company employees.
Is the outsourcing supplier consistently delivering useable output that will delight the customer? Note the word “consistently.” The output of a supplier whether foreign or domestic is a process. Processes have variation inherent in their application. If this variation is within supportable limits the process is delivering the desired quality. If the outsourcing supplier delivers quality output at one time and not at others, costs increase. Just ask the folks at Mattel. Their China factories produced defective toys, causing expensive recalls. Not only did it cost out-of-pocket money but reputation as well. In an effort to restore their damaged good name, Matell’s Chairman and CEO has a message on the Internet (go to http://www.mattel.com/safety/us/) trying to restore consumer confidence—read not lose sales.
Unfortunately, many companies that outsource their products and services rely on inspection to maintain quality. In our profession, we know that reliance on inspection without process controls is not 100% effective and, therefore, not safe. Companies that outsource their work, would do well to employ professional people, who understand the issues of quality, and act on their advice. It is cheap insurance. Just ask Mattel.
ASQ NY/NJ Metropolitan Section & Rutgers Business School-Newark will present an informative and important program for effective business management
The Role of Quality in America’s Global Competitiveness
Speaker: Dr. Carol Sager, ASQ National Vice President and President, Sager Educational Enterprises