EMasaharu Ota, Graduate School of Business, Osaka City University, Professor
Title: Innovation Management; To Study from the view point of Operation Management
EHau Lee, Graduate School of Business, Stanford University, Thoma Professor of Operations, Information and Technology
Title: "Sosially Responsible Supply Chain Management"
ETakatoshi Ohkubo, Chief Process Officer, Corporate Process Innovation, 3M Japan Group
Title: "3M Innovation Process"
Plenary Session 1
Title : Innovation Management;
To Study from the view point of Operations Management
Masaharu Ota
Graduate School of Business, Osaka City University, Professor
Title : Innovation Management;
To Study from the view point of Operations Management
Masaharu Ota
Graduate School of Business, Osaka City University, Professor
Abstract:
Our book entitled as gInnovation Management; To Construct Systematic Value Creative Processh is just published. The content of book is the results of our research work in this decade with my colleagues in Japan, Taiwan, Australia, and US. We have studied Innovation Management from the view point of Operations Management which means studying effective methods or methodologies for Innovation Management, not only case studies or conceptual works. The book presents Innovation Capability to generate Innovation, useful models of Innovation Process, Visualized methods of Comprehensive Innovation Process, Concepts of Support and Cooperation for Innovation Activities, Innovation Community and Network to lead Innovation, Global Innovation Strategies, Strategies for Intellectual Property, and New Management Philosophy for Innovation. In this special lecture, especially, the framework for product and process innovation, innovation capability to construct the innovative company, the characteristics of innovation capability of Japanese excellent companies and the innovation process for systematic innovation are presented. Our study is a trial to study innovation management from the view point of Operations Management and also a challenge to construct value creation process to accordance with recent managerial circumstances. I hope the lecture will be a trigger to proceed with innovation study and discussion with you.
Biography:
Masaharu Ota is a professor of Operations Management, Graduate School of Business at Osaka City University. He received his BS degree from Osaka University in 1978 and MS degree from Osaka University in 1980, and Dr of engineering degree in 1994 from Kyoto University. He is also Examiner of Deming Award, President of Japan Society of Information and Management (JSIM), A Board member of Kansai Productivity Center, and Member of Global Manufacturing Research Group, Production and Operations Management Society, Decision Science Institute. He is now interested in Operations Management, Innovation Management, Manufacturing Strategy, and Computerization of Management Operation.
Our book entitled as gInnovation Management; To Construct Systematic Value Creative Processh is just published. The content of book is the results of our research work in this decade with my colleagues in Japan, Taiwan, Australia, and US. We have studied Innovation Management from the view point of Operations Management which means studying effective methods or methodologies for Innovation Management, not only case studies or conceptual works. The book presents Innovation Capability to generate Innovation, useful models of Innovation Process, Visualized methods of Comprehensive Innovation Process, Concepts of Support and Cooperation for Innovation Activities, Innovation Community and Network to lead Innovation, Global Innovation Strategies, Strategies for Intellectual Property, and New Management Philosophy for Innovation. In this special lecture, especially, the framework for product and process innovation, innovation capability to construct the innovative company, the characteristics of innovation capability of Japanese excellent companies and the innovation process for systematic innovation are presented. Our study is a trial to study innovation management from the view point of Operations Management and also a challenge to construct value creation process to accordance with recent managerial circumstances. I hope the lecture will be a trigger to proceed with innovation study and discussion with you.
Biography:
Masaharu Ota is a professor of Operations Management, Graduate School of Business at Osaka City University. He received his BS degree from Osaka University in 1978 and MS degree from Osaka University in 1980, and Dr of engineering degree in 1994 from Kyoto University. He is also Examiner of Deming Award, President of Japan Society of Information and Management (JSIM), A Board member of Kansai Productivity Center, and Member of Global Manufacturing Research Group, Production and Operations Management Society, Decision Science Institute. He is now interested in Operations Management, Innovation Management, Manufacturing Strategy, and Computerization of Management Operation.
Plenary Session 2
Title : Socially Responsible Supply Chain Management
Hau L. Lee
Graduate School of Business, Stanford University
Title : Socially Responsible Supply Chain Management
Hau L. Lee
Graduate School of Business, Stanford University
Abstract:
The globalization of the world's economy has resulted in developing and emerging economies increasingly be parts of the global supply chain. While we extract values, such as the supply of raw materials and cheap labor from such economies, we should also contribute to the social well-being of the people in underdeveloped economies. Operations and innovation management can play a role in creating supply chains that can support the basic needs of such economies, sustaining the strength of such economies as part of the supply chain, and having supply chains that can enable the development of higher values and new businesses for the entrepreneurs there. This talk will discuss how our field can make such contributions.
Biography:
Hau L. Lee is the Thoma Professor of Operations, Information and Technology at the Graduate School of Business, Stanford University. He is the Director of the Stanford Institute of Innovations for Developing Economies, and the co-Director of the Stanford Global Supply Chain Management Forum. Lee's research is on global supply chain management. He was elected to the US Academy of Engineering in 2010, and is a Fellow of POMS, INFORMS and M&SOM. He was a past President of POMS, and a past Editor-in-Chief of Management Science. Lee got his PhD from the Wharton School of the University of Pennsylvania, and has honorary doctorates from HKUST and the Erasmus University of Rotterdam.
The globalization of the world's economy has resulted in developing and emerging economies increasingly be parts of the global supply chain. While we extract values, such as the supply of raw materials and cheap labor from such economies, we should also contribute to the social well-being of the people in underdeveloped economies. Operations and innovation management can play a role in creating supply chains that can support the basic needs of such economies, sustaining the strength of such economies as part of the supply chain, and having supply chains that can enable the development of higher values and new businesses for the entrepreneurs there. This talk will discuss how our field can make such contributions.
Biography:
Hau L. Lee is the Thoma Professor of Operations, Information and Technology at the Graduate School of Business, Stanford University. He is the Director of the Stanford Institute of Innovations for Developing Economies, and the co-Director of the Stanford Global Supply Chain Management Forum. Lee's research is on global supply chain management. He was elected to the US Academy of Engineering in 2010, and is a Fellow of POMS, INFORMS and M&SOM. He was a past President of POMS, and a past Editor-in-Chief of Management Science. Lee got his PhD from the Wharton School of the University of Pennsylvania, and has honorary doctorates from HKUST and the Erasmus University of Rotterdam.
Plenary Session 3
Title : 3M Innovation Process
Takatoshi Ohkubo
Chief Process Officer
Corporate Process Innovation
3M Japan Group
Title : 3M Innovation Process
Takatoshi Ohkubo
Chief Process Officer
Corporate Process Innovation
3M Japan Group
Abstract:
In todayfs fast-paced, pressure-packed business climate, many companies take a very short-term approach to the new product development pipeline. Because innovation does not occur on a set timeline, 3M takes a different path ? thanks in large part to the principles that former CEO, William L. McKnight instilled in the company. McKnight believed in the imperatives of hiring the right people, tolerating mistakes and giving employees freedom to explore in order to foster a culture of innovation. 3M has put the McKnight Principles into practice by encouraging employees to dedicate a significant portion of their time to projects and research that go beyond their core responsibilities. Although it may take years for such innovative gtinkeringh to bear fruit, the results of 3Mfs storied 15 Percent Time are truly remarkable. Consequently 3M has 55,000+ products in 35+ business units, organized into six businesses ( Consumer & Office, Display & Graphics, Electro & Communications, Health Care, Industrial & Transportation, Safety, Security & Protection Service) and 43,000+ issues and pending patents based on 3Mfs 46 technology platforms, R&D investment with ~6% to sales, connecting to customers in ~200 countries, operations in 67 countries, 85 laboratories with ~10,000 technical employees, 30 customer technical centers and 200+ factories.
Biography:
Takatoshi Ohkubo has been Chief Process Officer, Corporate Process Innovation, 3M Japan Group ( 2009~ ) and was former Chief Technical Officer, 3M Japan Group ( 2007-2009 ) and former Laboratory Manager, Corporate Research Process Laboratory, 3M ( 2005-2007 ) and former Lean Six Sigma Director, 3M APAC ( 2003-2005 ). He obtained his masterfs degree of engineering in the University of Kyushu ( 1990 ).
In todayfs fast-paced, pressure-packed business climate, many companies take a very short-term approach to the new product development pipeline. Because innovation does not occur on a set timeline, 3M takes a different path ? thanks in large part to the principles that former CEO, William L. McKnight instilled in the company. McKnight believed in the imperatives of hiring the right people, tolerating mistakes and giving employees freedom to explore in order to foster a culture of innovation. 3M has put the McKnight Principles into practice by encouraging employees to dedicate a significant portion of their time to projects and research that go beyond their core responsibilities. Although it may take years for such innovative gtinkeringh to bear fruit, the results of 3Mfs storied 15 Percent Time are truly remarkable. Consequently 3M has 55,000+ products in 35+ business units, organized into six businesses ( Consumer & Office, Display & Graphics, Electro & Communications, Health Care, Industrial & Transportation, Safety, Security & Protection Service) and 43,000+ issues and pending patents based on 3Mfs 46 technology platforms, R&D investment with ~6% to sales, connecting to customers in ~200 countries, operations in 67 countries, 85 laboratories with ~10,000 technical employees, 30 customer technical centers and 200+ factories.
Biography:
Takatoshi Ohkubo has been Chief Process Officer, Corporate Process Innovation, 3M Japan Group ( 2009~ ) and was former Chief Technical Officer, 3M Japan Group ( 2007-2009 ) and former Laboratory Manager, Corporate Research Process Laboratory, 3M ( 2005-2007 ) and former Lean Six Sigma Director, 3M APAC ( 2003-2005 ). He obtained his masterfs degree of engineering in the University of Kyushu ( 1990 ).
Honda Memorial International Conference Hall