Who am I?

A key person.

,--,
,;,
,
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,
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But How?


Creative Thinking

Invention?

?
Innovation
?
Creativity

(
)

;
,
,,

Innovation=
Invention +
commercialization
=
=
=
=
=

new
new
new
new
new

products
processes
applications
competencies
organizational alignment


Creating a Culture of
Innovation

()





/

,,

/
(
)

VS

QFD

30%95%
38%

3M
1970Spencer Silver

3M
Arthur Fry

19803M

3M


1945

1950

1.5

()


()

Innovation needs
Creativity

How would you define

creativity?
?

Creativity definition

Creativity is that thinking which results in the

production of ideas that are both novel and worthwhile.
-------D.W. Taylor
...the human process that leads to new and valuable
insights.-----Tudor Rickards
Creativity is one of those things that is much easier to
detect than to define.---- Stephen Bayley
Creation - the concept of making something out of
nothing, of bringing things into existence for the first
time.-----Winston Fletcher

(Creativity)
Websters New Dictionary of the
American Language

Guilford

1994


(preparation)

(incubation)

(illumination)

(verification)

(Walles, 1926)

Preparation

Incubation

--

Illumination

:,

Verification

Magic Island

Magic Island
Magic Island

Magic Island

:
.


Torrance(1992)

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.

18.
19.
20.
21.
22.
23. ()
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.

Divergence
Thinking

Convergence
Thinking

How would you define

problem ?

,,

What is Your Problem ?

?
Open (goals to be achieved) vs Closed
Problems (deviations from norms) /
/
Easy vs Difficult Problems
Owned vs Unowned Problems
Simple vs Complex Problems
Single facet vs Multi-faceted Problems

How would you see

problems?
?

Kepner and Tregoe identify

two types of problem
KT
PS -problems to
solve

PS problems
involve identifying
the unknown cause
of some
malfunction or
difficulty
PS

problems to find

PF problems
involve analysis
of uncertainty in
cause-effect
relationships in
wider contexts
PF
,

,;
,
,
,
?
?

,?

?

?

? ?
??


( CREATVIITY CORE)
(Curiosity) :

(Openness) :

(Risk) :

(Energy)

Active Attitude

A-Action
T-Timing
T-Teamwork
I-Integrity
T-Thankfulness (!)
U-Understanding
D-Determination
E-Energy

Active VS Passive Attitude

1.
2.
3.

,,
,,
,

,
?

?

4P of Innovation
4P Rhodes, USA
Person

Process
Process

Product

,()

Place

VS

Brainstorming, BS
Mindmap)
Mindmap)

Mandol

(Mandol)

(Mind Map)

,
..IQC.IPQC

RD

A,B,C&D
A,B&C
A

1. A

2. B

3. C

4.

4.

.
.


1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.

....
...

15.

.....

......

20.

16.
17.
18.
19.
21.
22.
23.
24.
25.
26.
27.

vs , ,

vs, vs, vs...

;;???

SCAMPER

Substitute
Combine
Alter/Adapt /
Modify, Minify or Magnify
Magnify
,
Purpose
Eliminate
Reverse

,
,,

,

,

SCAMPER

Creative Thinking
Change management
Reverse idea into aspiration, aspiration into
action, negative to positive ,
,
Evaluate the current nonconformities

Ask the ownership

Tabulate by quality facts
Improve our weakness points
Validation and Verification ()
Enhance the team work

Change Management

,
?
The Explorer

The Artist

If ;
?

The Judge

;;
,

The Lawyer

,

?

Adapters

how to do the same things better

Innovators

how to do things differently

Reverse idea into aspiration, aspiration

into action, negative to positive
,,
The more you work at being creative, the easier it becomes.
,(Birch and Clegg
1995)

?
,,,!

(Eureka!)

,
,?
$$$?
?
?
?
,?

Evaluate the current

nonconformities

1. Understand the problem

2. Ask questions
questions
3. Gather information
4. Analyze
5. Decision
6. Implementation
7. Review

Symptoms vs Causes ?
vs
,

,
,

,

 vs
Problem and Symptom

:() ()

,, ? )

(,,)
,
(QCC,,,8D
team)


?
:,,
,?
? (
,)

?(,
)

How To Statements

,
,

Problem: 1996

How to : 1997

,
How to
?

How to
?

Ask the Ownership

Attitudes to Problem Solving

(),?
,
,
,.
,,

,.,?
,,()

Either,Or, How

Ownership needs learning

organizations

1.
2.
3.
4.
5.
6.
7.
8.
9.

,
,
,

,,
()
(Hayes, R.H., Wheelwright, S.C., and Clark, K.B., (1988),
"Dynamic Manufacturing: Creating the Learning
Organization", The Free Press, New York, p 250)

Tabulate the facts

The Organizational Creativity Checklist
Factor

Strategic management
Senior mgt style
Top-down communication
Bottom-up communication
Other communication
Rules and procedures
Meetings
Use of technology
Quality management
Initiatives e.g.. TQM
Training and education
Culture/climate /

Structure
Product design
External relationships
Teams and groups
Cost control
Promotion processes

Helps by

Hinders by

Basic Tools for Tabulating Facts

,QC 7 tools

:
:
:
:
:
:
:

, 80/20

: QFD, TRIZ, DOE, Taguchi,

DFSS

Management by FACT or
Management by OPINION?
?
The Fact-to-Act Process
Facts

Measurement

Data

Analysis
Information
No

Result to
achieve
objective

Decision
Yes
Action

Improve the weakness points

:
?
?
?
?

?
?
?
?
?

?

:
,
,
,
?
?
?
?

:
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?
?

?
?

:
?
,
,
,
,
,
,
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?

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?

:
?

:
?
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?
?
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?

:
?
?

:
?
?
?
?
?

?
?
?
?

:
?
/
?
,
,
?
?

?
?
?

Verification and Validation

()

()

8D

1.

4.

2.

3. (
)

/
5.

NO

6.

7.

Yes

8.

(What)
(Where)
(When)
(Who)
(Why)
?(How Much)?
(How to)

8Please show me
!

Enhance the team work for

problem solving and analysis
,
?

(Proactive)

(,)
,,

A successful Team needs

a good Leader


ABC
D

()

--

29

20

127

21

163

14

25

43

18

10

42

59

20

49

23

39

15

59

28

10

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36

14

:D=B-3C

()

--

29

20

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163

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200
15

15

0.45

100

FM

Continuous Improvement

Plan
Deming Wheel

Act

Do

Check

,,

,,
,,,
,
,,

:,,
,,,
;,,

1~10
1. :
2. :
3. 3K,::,

(Kitanai, Kiken & Kizui);(),()

,,,,,,,
4. 4M :,,,(Man, Machine, Material,
Method)
5. 5S, ,,,,(Seiri, Seiton, Seiso,
Seiketsu, Shitsuke)
6. 6 sigma (): 3.4 PPM,
7. QC (5W2H)
8. 8D team:
9. 9000 ISO:,,
10. TQM (Total Quality Management, not Time to Quit and
Move.) T ,()