Name: Hsu,Lu-Pao 許錄寶
Year Graduated: 1963, Physics
Address: 29FB, 66, Sec. 1, Chung Hsiao West Rd. Taipei 100, Taiwan, R. 0. C.
Telephone: 886-2-2382-4605 Fax: 886-2-2382-4600
E-mail Address:
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Present Position Senior Advisor, Philips Taiwan
BoD, TSMC (Taiwan Semiconductor Manufacturing Company)
BoD, EPOCH Foundation Experience Factory/Materials/Engineer Manager in Philips Components and Video Product Factory
Project leader of new TV in Video Division, Philips Eindhoven, The Netherlands
Philips Video Products (Taiwan) Ltd., Plant Manager
Philips Electronics Industries (Taiwan) Ltd., General Manager
Executive Vice President, Quality and Industrial Affairs Philips Companies in Taiwan Award and Honors Leading Philips Taiwan won Deming application prize in 1991. The 2nd owner outside of Japan.
Leading Philips Taiwan won Japan Quality Medal in November 1997. The first owner outside of Japan Contribution to Universities, Alumni Association and/or Community: Member, Assessment Committee of Electronics Industry, Ministry of Economic Affairs (MOEA)
Esteemed Chair Lecturer國立交通大學管理學院
Chairman, Flat Panel Display Forum, Taiwan
Executive Director, 張桐生基金會 From Textbook at 成大 to Company Management One of my curiosities during university study and teaching period (1959-1972) was the fact that the principles and theories of classical and quantum mechanics and electrodynamics as well as relativity had all been originated or discovered from Western cultural environment (only few exceptions) since the 17 century. Since I joined the industry in 1972, the successful stories of Japanese electronics in the world market have impressed me. It is because Japan combined both the Eastern synthetically thinking and philosophy of Holism and Western analytical thinking and reductionism and work as a "team". Philips Taiwan decided to introduce Company-Wide Quality Improvement program (CWQI) based on the Japanese TQC approach in 1985. In my practice of CWQI of last 14 years, both excellent tangible business results (such as market shares) and intangible results (such as morale) achieved by a group, or an organization or a corporation are the consequence of excellent "team" work and organic linkage of individual teams (policy deployment system). Followings are the characteristics of the excellent network of teams: full understanding who is customer and what are customer needs
own a shared vision/culture and a dialogue environment
a well-defined working process realized by a minimum effort
that there is always a better way to do our job to serve our customers.
a strong winning spirit to be always better than any competitor in serving customers However, since customer's needs are changing and competitor's performances are better and better, therefore, the network of teams should seek for becoming a continuous learning organism and is capable of making use of most economical means (do thing right) to satisfy customer's needs (do right thing) constantly and continuously.... That means "do right thing right".
Although the Japanese model excels in the policy deployment that leads to high-quality products, it lacks the strategic planning in the formulation of policy in which the West excels. As a Western company, Philips is competent in the strategic planning process and is able to add the formulation of policy, both short-and long-term, to the excellent structure provided by the Japanese TQC system. Furthermore the principle and tools of the learning organization are useful to facilitate the non-repetitive work.
The Chinese people are adroit at integrating learning from both East and West. We have experienced in learning from both the Japanese and Western Business cultures and applying that knowledge and skill to our own endeavors. That, under the proper leadership, is one of the factors that has given Philips Taiwan indomitable strength.
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