apo news march 2010

8/14/2019 APO News March 2010

1/8Printed on Recycled Paper

Developing productivity practitioners in member countr

....p-LeaderROC

....Comment board

....Productivity methodologies, tools, andtechniques

....Planning for public-sector productivity

activities....The GPAC stands for Japanese corporateeco-leadership

....Participatory irrigation management7....Program calendar7....Malaysia to host 52nd GBM7....Bangladesh BCBN delegates visit

Secretariat7....APO/NPO update....Spreading the word: MPC e-newsletter....And the winners are....South American delegates visit Secretariat

6, Workshop, IR Iran

6, GPAC meeting, Japan

Enhancing the capacity building o national productivity organizations (NPOs) is an important task that the AP

pursued to promote the eective dissemination o the productivity movement in each member country. NPO

play a key role in nurturing, strengthening, and spearheading this movement or the oreseeable uture. The A

continuous eorts in various orms and utilizing dierent methods have already produced tangible outcomes. One such pro

is the Development o NPOs (DON). Under the DON initiative, the APO conducted a need assessment survey, which served

basis or in-country training programs ocusing on developing a pool o productivity practitioners and training NPO technical

In 2008, three pilot in-country trainingcourses were conducted in Pakistan, IR

Iran, and India. All three courses were well

received by the NPOs involved as they re-

sulted in the capacity building o numerous

NPO sta and other related stakeholders

simultaneously. With the expression o

interest by other NPOs, it was decided to

continue this initiative, explained Sec-

retariat Industry Acting Director Setsuko

Miyakawa when giving the background to

the new in-country program entitled Insti-

tutional Strengthening o NPOs through theDevelopment o Productivity Practitioners.

In 2009, six courses were held under this

title in Fiji, Indonesia, Cambodia, Bangla-

desh, Lao PDR, and Thailand. Two courses dealt with both basic and advanced productivity concepts, principles, tools

techniques, while three ocused on the basic and one on the advanced.

The contents o the program were developed in close consultation with concerned NPOs and the resource speakers keep

mind the specic needs o the NPO and related stakeholders, said Secretary Industry Program Ocer K.D. Bhardwaj. A

training courses had durations o two weeks involving expert lectures/tutorials, case studies, group exercises, group pre

tions, and site visits. On the nal day, a comprehensive examination was conducted to assess the level o understandi

participants, added Bhardwaj.

The curricula o the rst two projects held in Fiji, 25 May6 June, and Indo

22 June4 July, were designed to integrate basic and advanced productivit

quality topics according to the needs o the two countries. In their projec

posals, they highlighted the need to improve the knowledge and skills o

ers and consultants rom the basic to new and emerging productivity too

technologies to serve their industries. The Training and Productivity Aut

o Fiji (TPAF) was able to train a team o trainers in this program and the k

edge gained rom the two-week program on productivity and quality and

emerging areas has already been incorporated into existing training progr

commented TPAF Director General Jone Usamate. (Continued on p

C O N T E N T S

Volume 40 Number 3 March 2

7, BCBN, Bangladesh

APOnews

InformationtoMakeaDifferenceinProductivityISSN: 1728

Participants in Indonesia celebrating course completion

Group exercise for teamwork improvement inCambodia


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APO News March 010

T

he semiconductor industry in the Republic

o China has been hit hard by the nancialcrisis. Faced with rapidly shrinking orders

and an uncertain uture, Taiwan SemiconductorManuacturing Company Limited (TSMC) strictly

implemented a perormance management anddevelopment (PMD) system and laid o severalhundred employees whose perormance was

deemed to be substandard. The laid-o employeesormed a sel-help group, and the most serious

labor dispute ever to aect TSMC broke out.

The media reported that TSMC Chairman Morris

Chang had made an announcement in which heexpressed his sorrow and regret at the mistaken

use o PMD by the company. He invited the laid-o employees to rejoin the company and oereda goodwill payment to those who did not return,

bringing the dispute to a close.

When core values are set,

they will infuence employee

behavior, change their way o

thinking and orm corporateculture.

Since it was established, TSMC has stressed hon-esty and uprightness, and these values were the

basis on which its corporate culture was ounded.The belie that employees are the most impor-tant asset was clearly expressed in the respect

the company gave its people, the importance itattached to providing a good work environment

and employee welare, and the interdependence between company and employees in creating ahealthy cycle.

This dispute damaged the image o TSMC,a company that is regarded as a management

benchmark. However, the author believes that themost serious damage will be that employees may

lose condence in the values and corporate cul-ture they once had total aith in. Preventing this

rom happening should be the ocus o TSMCs

remedial measures.

Values are so-called management belies, the es-

sence that makes an enterprise dierent rom oth-ers, and also the basis on which decisionmakers

set targets, strategies, and management models.They are, moreover, the veins and DNA o theorganization. When core values are set, they will

infuence employee behavior, change their way othinking, and orm corporate culture.

Corporate culture is an organizational atmospherethat merges a common mission, vision, and values.

In the process o pursuing sustainable manage-ment, it must be continually rened, strengthened,and accompanied by innovation and change i an

enterprise is to create a new situation continually.

In the ace o an extremely turbulent business envi-ronment and with the uture uncertain, it may seemthat decisionmakers have no choice but to downsize

human resources and cut costs to ride out the storm.

However, the words o marketing guru Philip Kotlershould be noted: Enterprise sustainable manage-ment is an overall strategy. Over the short term the

business results need to be optimized, but long-term

value should not be compromised.

He also pointed out: Chaos isnt abnormality, itis the new normality. When turbulence is normaland uncertainty always accompanies an enterprise

like a shadow, the author believes that, when mak-

p-LeaderROC

Innovation management: Enterprise culture and ultimate competitivenessChang Pao-cheng, President, China Productivity Center

ing any decision, decisionmakers should be more

arsighted and wiser, seeing the big picture, andavoid losing long-term value because o short-

term diculties. In particular, when decisionmak-ers, core values, and corporate culture conlict,

extreme care should be taken because being a littlecareless and making the wrong decision can causeirreparable damage.

In a large-scale survey, US consumers were

invited by random sampling to identiy whichcompanies they liked. Among the companies iden-tiied by most o the consumers were: Amazon,

Google, eBay, Patagonia, Harley-Davidson, Ikea,Southwest Airlines, Starbucks, Toyota, and UPS.

Analysis o the actors prompting consumers tolike these companies showed the one consistentelement to be that belie in ones own enterprise

culture is the greatest source o business and com-petitive advantage.

Enterprise culture leads the

thoughts and judgment o

each member o the enter-

prise.

An enterprises ultimate competitiveness comesrom its culture. Enterprise culture leads the

thoughts and judgment o each member o theenterprise. It is one o the most comprehensive

yet invisible actors inluencing organizations.Although there are dierences among the culturesenshrined by each business, I believe that integrity

is the basis o the establishment o all businesses.

It is their most undamental core value, and the se-cret with which they mold their corporate culture.

Coca Colas ormer CEO Donald R. Keough

led the company or 12 years and was a widelyrespected industrialist, who, honed by decades o

leadership experience, remarked that science andtechnology may change with each passing day,and management and sales constantly develop

new approaches rom old experiences, but all en-


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APO News March 2010

Comment board

terprises are ultimately rooted in integrity. He emphasized that integrity was,

rom beginning to end, the enterprises essential oundation, that it was not

possible to establish a prosperous and thriving business atop rotten ounda-

tions, and that the lesson he was most proud to have learned was that the Coca

Cola Company had always enjoyed an enterprise culture ounded upon integ-

rity and everything being done absolutely right.

Sinyi Realty is one company that greatly emphasizes the view that, When the

path is correct, the technique is strong. Chou Chun Chi, the president o Sinyi

Realty, said that, The path is the philosophy, values, and ethical principles.

The technique is the strategy, method, and skills. As ar as the development

o an enterprise is concerned, it is more important that the path be correct than

that the technique be strong.

In a turbulent environment, and in the ace o enormous operational challenges,

how to exist and succeed in a globalizing world that is changing rapidly and

becoming more turbulent by the day is an issue and a challenge that lead

must conront every day. Leaders must simultaneously consider the short-te

perormance and the long-term development o their businesses. They cannot

one and neglect the other. For this reason, in the policy-making process, wh

we encounter opportunities and temptations that are dicult to resist, such

revenue increases, outstanding perormances, quick prots, expansion, and

on, the word integrity is the most important measure as we choose and judge

Behavior with which members o an organization identiy, and that th

express, is oten the behavior o their leaders. To orge an enterprise cultu

with integrity at its core, leaders must lead rom the ront and demonstra

by their own conduct. As soon as integrity is internalized as part o the ent

prise culture, it will exert an infuence, impact the behavior o sta, and at t

same time orm the magnetite that attracts and selects talented sta. Wh

subordinates imitate their superiors, the basis or business development w

be consolidated.

ProfessorDr. Zong-Tae Bae, Technology Manage-

ment and Entrepreneurshiop, Korean Advanced

Institute of Science and Technology Graduate

School of Management, Republic of Korea.

Participant, APO orum or Promoting Entrepre-

neurship in Asia, Japan, 1315 January 2010.

The orum was very well organized and ecient-

ly managed. All the resource speakers brought

us not only knowledge and inormation but also passion. The participants rom APO member

countries were very energetic and fuent in English. We enjoyed the discus-

sion even though the schedule was very tight. During the orum, I met several

Japanese entrepreneurs, venture capitalists, and entrepreneurial consultants.

I learned o their vision, passion, and plans or the uture. Thanks to meeting

with these invaluable resource persons, I came to a better understanding o

the Japanese economy and society. My greatest benet, thereore, was meet-

ing ace to ace with the entrepreneurial leaders o Japan. I also learned about

Japans eorts to enhance entrepreneurship. The visit to EGG Japan was very

impressive. I am planning to introduce the cases that I studied during the

orum to my students to help them widen their perspective. I will also share

good examples o constructive collaboration between university and industrywith people in my university to explore the possibility o creating our own ac-

tion plan.

Chief of Health Promotion Program Dr. Direk Ekbawornwong, Suratthani

Hospital, Thailand.

Participant, multicountry observational study mission on Mental Health and

Productivity, Japan, 1723 January 2010.

Mental health has become ever more important in productivity improvement

as the world increasingly values brain work over physical work. However, the

management o mental health is very challenging due to the abstract nature

the topic. I was surprised to learn that Japan had studied this matter and imp

mented mental health systems in workplaces or more than 30 years. Duri

the mission, I learned not only the theory but also the real experience o Jap

which made the program live and interesting. The details o the Japan Men

Health Inventory, a mental survey tool designed by the Japan Productiv

Center, were helpul in identiying the hidden levels o mental health wit

the workplace and or the early detection and prevention o problems. Anot

impressive point is the joint eort by the Japanese government, companilabor unions, and workers to share the responsibilities. I appreciated the ma

Japanese experts and practitioners who shared their expertise. This missi

provided me with guidelines to start up mental healthcare in the workplace

the context o my own organization.

Assistant ManagerShamini Murugaya, SME Corporation Berhad, Malays

National Expert, coordination meeting o APO Research on Financing

Small and Medium Business, Thailand, 2628 January 2010.

The coordination meeting was ruitul and inormative as the meeting was

nalize the ramework and methodology used or the research project. In

meeting, participants shared country papers on SME nancing in their resp

tive countries which gave an insight into the background o SME nanciand best practices o each country. The chie expert also shared his view th

the growth o SMEs comes rom innovation as only innovation brings streng

and sustainable competence to survive. The national experts also agreed t

innovation is the driving orce o productivity enhancement or SMEs. Th

the ramework o the research was nalized with innovation as the core top

Through the discussion, I gained a clearer picture o what is expected or

research and the likely barriers that I might encounter during the proce

Henceorth I will do my best with the assistance o my colleagues to gener

research results rom the Malaysian perspective.


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APO News March 010

3) Analysis: Function and cost analysis;

4) Speculation: Generation o alternatives;

5) Evaluation: Selection o alternatives;

6) Development: Shortlist ideas and develop those with merit into valuealternatives;

7) Presentation: Obtain approval; and

8) Implement and ollow up.

Case study

Product: Staple remover o an oice stapler, as shown in Figure 1.

Beore VE: The staple remover is placed in an awkward position and obstructs

the users ngers when the stapler is held in the palm o the hand. It is attached

to the stapler with a plastic catch and becomes loose when the catch wears

down. Moreover, it makes the stapler look bulky.

Ater VE: The staple remover is incorporated into the lower body o the stapler.

Result: About an 8% reduction in manuacturing cost is achieved.

Figure 1. VE applied to a common ofce stapler.

Summary

VE can be applied not only to products but also is equally suitable or all unc-

tions o business such as product design, processes, systems, or services. It is

also particularly useul during the research, development, and introduction o

new products or services.

Productivity methodologies, tools, and techniques

Value engineering (VE) is also called value analysis. It is a systematic,

unction-based approach used to increase the value o a product to the customer

by providing the same or better unctions at lower cost. This is done without

sacricing the required perormance, reliability, availability, quality, saety, andenvironmental attributes o the product. The value o a product can be expressed

as a ratio o its unction relative to its cost:

Value = Function/Cost

Value is not simply a matter o minimizing cost. The value o a product can also

be raised by increasing its unction (perormance or capability) and cost as long as

the added unction increases more than its added cost. A unction describes what

something does. In VE, unctions are always described in a two-word abridgement

o an active verb and measurable noun, i.e., create le, or tighten screws.

Functions may be broken down into a hierarchy, starting with a basic unction,

which is what a product or process must do to work or sell and the customer is

willing to pay or, ollowed by secondary unctions that support that basic unc-

tion. Secondary unctions can be modied or eliminated to reduce product cost.

Function analysis identies both basic and secondary unctions, analyzes the

unctions, and measures the cost o each component as accurately as possible,

including all material and production costs. Function analysis can be enhanced

with a graphic mapping tool known as the unction analysis system technique

(FAST). FAST applies why/how logic to test unctions, creates a common

language or a team, and tests the validity o the unctions in the project. Take

a wooden pencil, or example, as shown in the table.

Table. FAST applied to a wooden pencil.Item Function Classication Cost (S$)

Eraser Remove marks Secondary 0.02

Ferrule Hold eraser Secondary 0.02

Wooden body Hold graphite carbon Secondary 0.07

Paint Protect wood Secondary 0.02

Label Identiy product Secondary 0.02

Lead Draw/write Basic 0.05

Total 0.20

The value equals the total cost divided by the basic cost and is thereore

0.20/0.05 = 4.0. The value calculated should not be greater than 3. This meansthat VE study is required.

The VE process involves a multidisciplinary team o people ollowing a

structured VE job plan. The process helps team members communicate

across boundaries, understand dierent perspectives, innovate, and analyze.

The eight phases o the job plan are:

1) Project: Selection, objectives;

2) Inormation: Collection o relevant inormation;

Value engineeringKok Seong Lee

Old design

New design Staple remover

New design with a built-in staple remover

Contributed by Principal Consultant Kok Seong Lee,

Eunison Network Pte Ltd, Singapore, resource speaker

or the APO training course on the Development o Pro-

ductivity Practitioners: Basic Program.

To provide easy re e rence toproductivity-related terms includingmethodologies, tools, and techniques,the APO developed the p-Glossary,

available on its Web site (www.apo-tokyo.org).


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APO News March 010

Public-sector productivity is an area that the 50th Workshop Meet-ing o Heads o NPOs in the Philippines last year earmarked orurther pursuit by the APO. Since then, the Secretariat has con-

ducted in-house studies on how to translate this directive into tangible programsthat will benet member countries. To devise a systematic, realistic action plan,

the Secretariat organized an expert group meeting in Tokyo, 1517 February.This meeting assembled NPO representatives and public-sector experts romthose countries with demonstrated interest in this sector. The three-day brain-

storming meeting was attended by eight experts including two NPO Heads,Antonio D. Kalaw, Jr. o the Philippines and Dr. Phanit Laosirirat o Thailand.

We have now come to the stage where we must make a decision on whichdirection to go, stated Secretary-General Shigeo Takenaka in his opening re-

marks. He shared his ideas on the possible tools that could be used to promoteproductivity in the public sector. Secretary-General Takenaka then pointed out

that, We are open to all types o ideas. But in the end, we need to nd a waythat is both useul to member countries and easible or NPOs and the APO.

On the rst day, participants shared inormation on current activities and the

status o participating countries and institutions to identiy the major challeng-es and opportunities or enhancing public-sector productivity. This inorma-tion exchange revealed certain commonalities in productivity needs and trendswhich provided a oundation or discussions on the subsequent days. Experts

worked to identiy key issues or public-sector productivity enhancement to beaddressed by the APO, prioritized project initiatives, and discussed modalitiesand the packaging o relevant projects and an APO action plan.

At the end o the meeting, the experts produced a ramework o proposals or

the APO consisting o tools, targets (concerned bodies), and results (ultimate

outcomes). This will be the rst step or the Secretariat in pushing progressthis important area. We will communicate with other NPOs to integrate th

views and comments into this ramework and then devise a useul, easible

tion plan, said Secretariat Research and Planning Director Mukesh Bhattawhen thanking the meeting attendees.

This meeting was dierent rom the usual APO ones, commented Kal

while expressing his appreciation to the APO or taking up this challengissue. Dr. Phanit agreed on the diculties involved in improving public-sec

productivity. He also emphasized its crucial importance by stating that, Wi

out governmental changes or improvements, there is little chance or growin the private sector or by any other economic players.

Planning for public-sector productivity activities

Developing productivity practitioners in member countries ......................................................... (Continued from page 1

Subsequently, three training programs were conducted in Cambodia, Bangladesh,

and Lao PDR, 1022 August, 24 October5 November, and 921 November,

respectively. These ocused on basic training or young sta members o NPOs

and other productivity practitioners rom the private sector that those NPOs

were working with. The NPOs o Cambodia and Lao PDR are relatively young

themselves and ace certain diculties in meeting the productivity needs o their

society and economy due to the lack o skilled, experienced manpower. Thanks

to the programs, the National Productivity Center o Cambodia (NPCC) now

has more knowledgeable sta members who will be soon suitable or providing

consulting and training services to SMEs and others, commented National Pro-ductivity Center o Cambodia (NPCC) Director Bunna Yea. He emphasized the

improved teamwork o NPCC sta as a major benet o the program.

The training course held in Thailand was implemented in two phases refecting

the programs proposed by the Thailand Productivity Institute (FTPI). The FTPI

had redesigned an APO program outline to ulll the needs or consultancy and

training services according to the latest study o the national strategic plan or

the productivity movement in Thailand carried out by the FTPI, FTPI Executive

Director Dr. Phanit Laosirirat mentioned in a letter accompanying the project

proposal. Accordingly, the rst phase, 1216 October, dealt with basic and inter

mediate topics, while the second phase, 30 November2 December, was devoted

to advanced ones. Both phases were successully conducted. As a ollow-up, the

FTPI is planning to establish a community o practitioners so that updates on

new productivity tools and concepts can be reported to the community directly.

Through these programs, 166 proessionals rom six countries were trained in

2009 and they are expected to apply their acquired skills and knowledge in advi-

sory and training services or multiplier eects. Based on the positive eedback

received rom NPOs, this program is being continued in 2010. It will ocus onthe development o productivity practitioners through training in productivity

and quality tools and techniques. However, it will be also expanded to cover spe

cic subject areas o relevance to NPOs based on member country needs.

It is our hope that more NPOs will utilize this program to upgrade the skills o

their proessional sta in current areas o work or help them acquire new skills to

apply in the near uture, stated Miyakawa. The APO believes that this program

will empower NPOs to lead the productivity movement in their countries and

make greater contributions to the development o industry and society.

Experts discussing proposed public-sector productivity framework


6/8

APO News March 010

The GPAC stands for Japanese corporate eco-leadership

The Green Productivity Advisory Committee (GPAC) is a unique net-

work, which links private corporations to an international organization

to promote a sustainable society in Asia, wrote President and CEO

Setsuhiro Shimomura, Mitsubishi Electric Corporation, and ormer GPAC Chairper-

son, in opening remarks or the 8th annual GPAC meeting in Tokyo, 12 February.

Dr. Toshiaki Yoshizumi delivered the remarks in lieu o Chairperson Shimomura. Es-

tablished by the APO in 2003 with high-level representatives rom over 60 Japanese

corporations with environmental expertise, the GPAC has played a critical role in theAPOs Green Productivity (GP) Program. The annual meeting reviews the progress

o ongoing GP initiatives and plans the Eco-products International Fairs (EPIFs) and

Eco-products Directory.

The 2010 meeting elected a new board chaired by Teisuke Kitayama, Sumitomo Mitsui

Banking Corporation chairman. Chairperson Kitayama reported on the EPIF 2009

in the Philippines and its contribution to the domestic eco-movement. Chairperson

Kitayama chaired the Preparatory Committee or the 2009 and 2010 EPIFs. Four o

the ve vice-chairpersons were also newly appointed including Representative Execu-

tive Ocer, President, and Chie Operating Ocer Yukio Yanase, Orix Corporation;

President and Chie Executive Ocer Hajime Bada, JFE Steel Corporation; Executive

Vice President and Chie Technology Ocer Takashi Yamagishi, Teijin Limited; andPresident Tsuneaki Taniguchi, Japan Productivity Center. The number o vice chairs

increased rom three to ve as interest in GP in the private sector expanded.

Final preparations or the EPIF 2010 and planning or the 2011 air were described.

Ater thanking GPAC members or support in organizing the 2010 air, Vice

Chairperson o the Indonesian Chamber o Commerce and Industry Rachmat Gobel

noted that, This will be the irst big eco-related event held in Indonesia since the

inancial crisis and will contribute to the revitalization o the economy. Director

General, National Productivity Council, and Additional Secretary, Government o

India, N.C. Vasudevan, IAS, conveyed the Indian governments commitment to

hosting the EPIF 2011 and sought GPAC assistance.

In closing, APO Secretary-General Shigeo Takenaka expressed gratitude or GPAC

support or the EPIFs andEco-products Directory. He also listed tangible results oEPIFs in previous host countries: green purchasing networks established in Malaysia,

Thailand, and Vietnam; an eco-labeling system in Singapore; and a local eco-products

exhibition to be held in October this year in Malaysia. I hope that the sixth and seventh

EPIFs will also produce signicant results, stated Secretary-General Takenaka.

Participatory irrigation managementfor enhancing agricultural water productivity

W

ithout water, there can be no agriculture, in particular sustainable

agriculture, asserted Pakistan Soil and Water Management Spe-

cialist Dr. M.S. Shaque, one o three APO experts or the recentworkshop on the Participatory Approach to Water Resources Management in Agricul-

ture: Participatory Irrigation Management (PIM), IR Iran, 2328 January 2010. PIM,

an irrigation management system involving the irrigation users or armers in all aspects

at all levels, has been adopted in many member countries as a means o increasing the

water productivity o irrigation systems. The six-day workshop sought to assess the re-

cent developments in the implementation o PIM in member countries, especially those

with elaborate irrigation systems. It also sought to identiy the issues in and impedi-

ments to the wider adoption o PIM so that action plans could be ormulated to address

them. The Iranian Ministry o Jihad-e-Agriculture and National Iranian Productivity

Center implemented the workshop.

In his lead presentations, Dr. Shaique spoke on the issues and options in manag-ing water resources in terms o sustainable agriculture in the Asia-Paciic region,

including the various models o PIM. When emphasizing the need to build the

capacity o grassroots-level organizations, he mentioned water users associations

(WUAs) as being the key players in sustainable water management.

The importance o WUAs was also highlighted by Hasan Ozulu, head o the

Turkey Chapter or the International Network on Participatory Irrigation Manage-

ment. Ozulu presented Turkeys successul transer o irrigation management

rom the government to water users. This was made possible by the existence o

an elaborate rural inrastructure at the grassroots level. Where producers have

more authority and re-

sponsibilities or water

management, trans-parency can improve

pricing, cost recovery,

and perormance o the

irrigation system, he

remarked. Three other

experts shared their

views and expertise on

dierent aspects o PIM

and cost-eective tech-

nologies or enhancing

the productivity o agricultural water resources.

In addition to the experts presentations, the workshop consisted o 10 PIM country case

studies presented by participants, an observational study tour to the Qazvin Irrigation

System, and group discussions that produced a list o recommendations and action plans

or promoting PIM in participating countries. The recommendations included adopting

an integrated water management approach; establishing grassroots-level stakeholder

(armer)-centered water management; conducting air, transparent elections or choosing

armers representatives to WUAs and other bodies; launching eective programs or

the capacity building o WUAs or similar organizations; developing a sense o owner-

ship o water management among armers; and close coordination among all concerned

ministries/agencies in planning, developing, and managing water resources.

Chairperson Kitayama (center) chairing the 8th GPAC meeting

Study tour to the Qazvin Irrigation System


7/8

APO News March 010

APO/NPO Update

New APO Liaison Oicer or IndonesiaThe Secretariat was inormed on 16 February 2010 that Mr. Kunjung Masehat,

Director o Productivity, Directorate General o Training and Productivity

Development, Ministry o Manpower and Transmigration, had been appointed

new APO Liaison Oicer or Indonesia, w.e.. 1 October 2009.

New APO Director or Japan

Mr. Shiro Sadoshima, Director General, International Cooperation Bureau,

Ministry o Foreign Aairs, Japan, was appointed new APO Director or Ja-

pan, w.e.. 8 February 2010.

May

Thailand

Workshop on Best Practices o Logistics Management or Agribusi-ness: Consolidation and Distribution System or Agricultural Prod-ucts, 1721 May 2010.

Objective: To review and assess the perormance o current logisticsmanagement systems or agribusiness SMEs in member countries andormulate recommendations and action plans. Participants: Logistics proessionals and managers in agribusinessengaged in planning, development, and management o agribusinesslogistics or SMEs.

Vietnam

Training Course on Six Sigma Green Belt, 2428 May 2010.

Objectives: To develop Six Sigma Green Belts to lead and manageimprovement eorts through actual project introduction ocusing onservice-sector enterprises. Participants: Selected participants who attended the APO e-learningcourse on the Six Sigma Green Belt and perormed well, productivity

consultants, Green Belts, and Six Sigma champions rom the service sector.

e-Learning Course on Energy Eiciency in SMEs (via the GlobalDevelopment Learning Network o the World Bank platorm)Phase 1: 1720 May or Bangladesh, Lao PDR, Thailand, and VietnamPhase 2: 2124 June or India, IR Iran, Nepal, Sri Lanka, and PakistanPhase 3: 1215 July or Cambodia, Fiji, Indonesia, Malaysia, and Philippines Objectives: To train participants in the concept, principles, andundamental elements o energy management. Participants: Energy proessionals, industry managers especially romSMEs, energy manager/consultants, and energy auditors.

Program calendar

Kindly contact your NPO for details of future activities, including eligibility forparticipation. The project details along with the address of your NPO are avail-able from the APO Web site at www.apo-tokyo.org.

Malaysia to host 52nd GBMThe 52nd Session o the Governing Body Meeting (GBM) will be held inKuala Lumpur, Malaysia, 2022 April 2010. The Malaysia ProductivityCorporation will host approximately 60 delegates comprised o APO directorsand their advisers rom 19 member countries, observers rom various nationalagencies and international organizations, and APO Secretariat sta.

The Governing Body is the supreme organ o the APO, composed o onegovernment-appointed director rom each member country. It meets annuallyto elect the new APO chair and vice chairs; receive the Secretary-Generals

report and the auditors nancial report; ormulate directions or the ensuingscal years program; and approve the budget and nancial guidelines. Someimportant agenda items or the 2010 GBM include determining the APO totalmembership contributions or the 20112012 biennium and electing a new APOSecretary-General who will assume the position rom September this year.

The meeting will also act as a venue or exchanging ideas and views on regionalproductivity issues at the highest level. This year, the directors are invited tomake a presentation on the theme o Review o the APOs Thrust and SubjectAreas to enable the APO to remain relevant and eective in ullling its mission.

The mutual cooperation among national productivity organizations(NPOs) is a strength o the APO. NPOs share many similarities,although each has a unique structure and areas o expertise. This allowsample scope or NPOs to learn rom each other under the APO umbrellaor institutional strengthening. To nurture such benecial interactions

among NPOs, the APO sponsors the visits o high-level oicials,policymakers, and opinion leaders rom one member country to anotherunder the Bilateral Cooperation Between NPOs (BCBN) scheme.

Bangladesh was a recent BCBN beneciary. Three delegates visited theDevelopment Academy o the Philippines (DAP) and Japan ProductivityCenter (JPC), 1519 February, to collect ideas on productivityimprovement plans. The DAP ar ranged meetings with senior managersand experts connected with the Philippine Quality Awards and others.The JPC gave presentations on the Japanese productivity movement andJapan Quality Awards. JPC President Tsuneaki Taniguchi welcomed theguests and shared views on NPOs roles.

The delegates, led by APO Director or Bangladesh Dewan Zakir

Hussain, Secretary, Ministry o Industries, visited the Secretariat on18 February to meet Secretary-General Shigeo Takenaka and receivedepartmental brieings. Secretary-General Takenaka explained recentchanges in the Japanese government and topics or discussion at theGoverning Body Meeting. In response to his request or the supporto Bangladesh, Director Hussain replied: Member countries have

beneted rom the APOs work. Thereore there is no doubt that all ous will give our support to the APO.

Bangladesh BCBNdelegates visit Secretariat

Director Hussain (R) presenting a memento to Secretary-General Takenaka (L)


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APO News March 010

Published monthly byAsian Productivity Organization, Hirakawa-cho Dai-ichi Seimei Bldg. 2F, 1-2-10 Hirakawa-cho, Chiyoda-ku, Tokyo 102-0093, Japan;

is dedicated to the

collection, consoli-

dation, and dissemi-

nation o knowledge

to industry players,

the MPCs global partners, and the

public at large. To date, three issues o this newsletter have been produced and

published. The third issue is dedicated to detailing the APO training course on

the Development o Productivity Practitioners: Advanced to enhance networking

among APO participants and instill a sense o togetherness among all participants,

explained Wan Ari Wan Hussain, MPC Publication House.

The APO believes that this type o eort will create wider awareness o the APO

and its endeavors as well as publicize the contributions o NPOs to the develop-

ment o the Asia-Pacic region. The APO thanks the MPC or its eorts and hopes

that more NPOs will undertake similar promotional activities on behal o the APO

and its projects.

Spreading the word: MPCe-newsletter

Improving the visibility o the APO is part o an overall eort to share the

beneits o its activities with as many stakeholders as possible. It is thus

encouraging that many national productivity organizations (NPOs) have pub-

licized APO projects hosted in their countries through various channels.

The recent issue o the MPC International e-Newsletter published by the MalaysiaProductivity Corporation (MPC), the NPO o Malaysia, eatures an APO training

course on the Development o Productivity Practitioners: Advanced Program, held in

Malaysia, 220 November 2009. The entire issue was devoted to the training course.

The newsletter includes the ull text o the welcoming speech delivered by MPC

Director General Mohd. Razali Hussain and the introductory remarks delivered by

APO Secretary-General Shigeo Takenaka at the opening ceremony o the course. A

brie summary o the contents o the course and participants comments on it were

also eatured along with project photos o activities during the three-week course.

The e-newsletter is a collective eort o the MPC Publication House Division.

The overall objective o this division is to position the MPC as the epicenter o

knowledge in the area o productivity, quality, innovation, and competitiveness. It

South American delegates visit Secretariat

A

n eight-member delegation rom Argentina, Chile, Paraguay, and Venezuela

visited the APO Secretariat on 5 February 2010 to learn about the organization

and activities o the APO. The delegation was in Japan or the training courseon Practical Production Management: Theory and Practice on Productivity Improvement

or South America, organized by the Japan International Cooperation Agency.

Secretariat Inormation Ocer Sunju Lee gave an introductory presentation on the his-

tory, programs, and activities o the APO. Her presentation emphasized the close coop-

erative network between the Secretariat and NPOs o member countries in the preparation

and implementation o APO projects. The South Americans, rom national institutes in

charge o production and quality improvement in their countries, showed intense interest

in APO projects, especially the International Cooperation Program. South American delegates at the Secretariat

The 2009 December issue o the APO News eatured a quiz

as a bit o year-end un. The questions concerned the major

APO activities reported in 2009. O the 81 entries, 43 had

100% correct answers (answers are available on the APO

Web site at www.apo-tokyo.org). To select the prizewinners,

APO Secretariat sta conducted a lucky draw. We would like

to congratulate all the winners, who will receive their prizessoon. We also thank everyone who took part in the quiz and

responded to our survey with suggestions or improvement

and comments on APO publications.

And the winners are

Md. Khaleduzzaman (Bangladesh)

Ashok Sharma (India)

B. Prabhakar (India)

Inder Singh Naruka (India)

Kalathur Srinivasan (India)

S.A. Khader (India)Rajaumbang Saragih (Indonesia)

Satrio Noegroho (Indonesia)

Yap Yun Fung (Malaysia)

Batjargal Danaa (Mongolia)

Urantsetseg. Lh (Mongolia)

Bindra Devi Shakya (Nepal)

Deepankar Udaya (Nepal)

Indira Keshari Tuladhar (Nepal)

S. Irshad Hussain Bokhari (Pakistan)

Muhammad Ari Goheer (Pakistan)Aileen A. Ricohermoso (Philippines)

L. Lanka Namalie (Sri Lanka)

Chanwit Kiatdachawit (Thailand)

Warut Wongwattanaset (Thailand)

Winners o APO T-shirts and eco-bags

MPC Publication House staff

apo news march 2010

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