Monday, 16 January 2012

Meet Mr. Bugs Tan, the Master Inventor

Headline: Meet Master Inventor
Publication: NST
Date of publication: Jan 9, 2012
Section heading: Life & Times
Page number: 010
Byline / Author: By Rozana Sani

OBSERVE, identify and fix. That's the mantra of an inventor fondly known as Bugs Tan. Rozana Sani has the story.

Tan Yeow Kiang, fondly known as Bugs Tan, looks nothing like how one would imagine an award-winning inventor to look. With his closely cropped hair and wide smile, clad in shirt and jeans, the 50-year-old looks like the stereotypical favourite uncle, someone who would be entertaining the kids with stories and magic tricks.

That's not too far off the mark, really. It's not magic tricks Tan pulls out of his sleeves but a series of inventions that has won him recognition across the world.

He has picked up 14 awards, local and international, since his first win, a Silver Medal from Geneva, Switzerland, in 2001. That invention was the Multi-locking Pulley, a lightweight pulley/coupling that uses extruded aluminium technology which makes it lighter than the conventional cast iron pulley/coupling.

In 2007, he received the National Innovation Award. Two years later, India honoured him with an International Excellence Award For Innovation for his contribution to the field of creativity and innovation.

In 2010, he was awarded the Gold Medal at the Cyber International Genius Inventor Fair in Korea for his Litewalk Grating System, which are steel grating panels used on oil platforms.

Among his inventions sold in department stores and specialty outlets are the Fanfilta, which makes cleaning of ceilings easy, and the Outdoor Air Cooler, which offers fresh, cooled air during outdoor functions.

You may deduce his success is due to extensive research and lab work, and he would be the first to acknowledge this. But it didn't come through conventional means.

"I was a typical schoolboy growing up in Klang in the 1960s. The name 'Bugs' came from friends. I had a simple childhood in Pulau Ketam, where I would invent a variety of games from things as simple as two sticks," recalls Tan.

"After Form Five, I worked at my father's company, which dealt in the trading of engine and machinery for the agriculture and construction industries. In 1994, I decided to strike out on my own in the same business."

But competition was tough and profit margins were too narrow for a trading business. "It was then that I decided to design and develop my own products to sell," says the keen observer and voracious reader of a wide range of subjects.

Together with his team, he developed the Multi-locking Pulley for clients. It is light and easy to maintain. Most importantly, it was well-received.

"I invent products based on market problems. You have to observe where the problem lies and create a solution," he points out.

"The Multi-locking Pulley kicked off my career as an inventor and I began to obtain grants from the government. To date, I have created 15 products, patented locally and abroad, and some have been commercialised."

Challenges were aplenty in his journey to become a respected inventor, but he wanted to continue contributing towards the country's goal of becoming a developed nation.



MAN ON A MISSION

With that in mind, Tan began to actively realise his goal. He became an innovation adviser.

Already a judge for the James Dyson Award, an international invention competition held in over 18 countries, Tan is also a celebrity judge for the Ideas Malaysia Inventor's Challenge, a reality TV show broadcast on TV3. He also lectures at a number of universities and institutions locally and abroad, on creativity and innovation.

His latest project is the Creative And Innovative Practicing Company programme, which is essentially a management tool that provides a step-by-step guide on how to harvest fresh ideas from company employees. These ideas are then fine-tuned into new products for the company to help it stay ahead of the competition and bring in additional revenues.

The six-month programme is suitable for SMIs and SMEs. It begins with the setting up of an internal Innovation Committee, right up to Innovation Policy and an indigenous tool to harvest ideas from the employees. An incentive and reward scheme is also in place to motivate and encourage employees to share their ideas with the management.

"Besides encouraging a creative thinking culture among employees, other measurements in the key performance index for this programme include identifying at least one creative talent in every 20 employees. This is designed to secure one workable idea for every 20 ideas submitted," explains Tan.

Then the company should be able to create at least two prototypes and carry out at least one successful proof of concept.

"Once the company has applied the programme's principles, it will enjoy a constant flow of new ideas. That's the objective of the programme, to see some of the new ideas turned into winning products and services that can drive the company to new heights," says Tan.

For budding inventors, Tan has set aside Saturday mornings to meet those who need his help. "I offer advice on the new ideas and projects that they have developed."






KIDS' PLAY

Apart from companies and students at the tertiary level, Tan aims to stir up creativity in another group - young kids, whom he has a soft spot for.

Coming up with innovative inventions requires creativity, and Tan says it's crucial this element is instilled at a young age.

His two daughters, Amanda, 17, and Amelia, 15, went through that learning. From as young as 7, the two girls had been challenged by their dad to observe their surroundings and come up with an invention once a week that would address the problems at home or in other places.

Amelia in particular, says Tan, often rose to the occasion. He has helped her build prototypes from the concept stage, such as a car toilet seat and a combo spoon that can be turned into chopsticks, spoon or fork according to need. The father-daughter team have won many awards for their inventions.

"I help kids build creative thinking skills through our projects in the workshops, where I teach them how to invent things. They will learn how to use recycle materials and build prototypes on the spot. It's fun and educational. These workshops are targeted at kids aged 7 to 15, an ideal age group as they do not feel inhibited to think out of the box," says Tan.

Mr Bugs at the I'm a Technopreneur Kid's Holiday Camp
In the last school holidays, Tan did a successful series of creativity and innovation camps for kids called I'm A Technopreneur. It was held in locations such as the National Science Centre in Kuala Lumpur, Penang and Sibu. The kids had to form a company and conceptualise a novel product. Then they had to build it using materials available, bought using play money. They also had to pitch their ideas to their peers and Tan.

"They had so much fun, so did their parents, who were there to watch. I hope to hold more camps," says Tan with a sparkle in his eyes.

That's not all. He has a few educational and entertaining products designed to promote creative thinking among kids. He has also produced five invention workbooks and written six stories for kids.

"I've created 10 episodes of a one-minute animation called Young Inventor. It's targeted at kids aged 5 to 8. The main emphasis is on creativity, innovation and everyday problems and solutions. There's a new invention each episode.

"There's also a 30-minute pilot episode of an animation about a family of inventors. It's filled with adventure, is entertaining, educational and has good moral values. The family talk about inventions all the time," reveals Tan.

He adds: "I'm optimistic about the talents that our country has in terms of innovation and creativity, and I can vouch that government support for such endeavours is commendable. I think the private sector needs to do more on its part to invest in local technology so we can produce and take our very first invention of great impact to the world. If not, commercialisation will still be a challenge."

source from New Straits Times

Friday, 13 January 2012

Congratulations Bluesignage for the Launching of BlueICE!

Bluesignage Sdn. Bhd., one of our incubatees in IIC has successfully launched BlueICE last Thursday. Thanks to Bluesignage, their partner Konsortium Transnasional Berhad (KTB) and great team in TPM, the event was a roaring success!

Our hall in Resource Centre was filled to the brim and there was massive coverage in major newspapers on Friday. We could not have been more proud of Mr Por and his team.

Congratulations from us in IIC!


Newspaper clipping from Berita Harian, Ekonomi section on Friday, 13th January 2012
From left: YM Tengku Hasmadi, MD KTB, Mr Por Yew Guan, MD of Bluesignage and Y.Bhg. Dato Hj Mohd Azman, CEO / President of Technology Park Malaysia

Other coverage:

Wednesday, 11 January 2012

Congratulations to 1Machine!

A big, big congratulations to 1Machine Technology Group for the successful launch of PERISAI yesterday! The launch was a job well done by the team, and we at IIC are very proud of them. 

1Machine Technology Confident Of High Sales For Its Internet Security Solution

PUTRAJAYA, Jan 10 (Bernama) -- 1Machine Technology Group is aiming at a sales of between RM20 million and RM30 million this year for its newly developed business internet security solution, Perisai Premier Edition, said its Chief Executive Officer Abbyamir Sapie.

He said the Perisai Premier Edition offered features such as the Perisai Websafe which will enable users to open a clean and secure web browser for internet banking and online transactions and also the Perisai Sandbox which provided an extra layer of security for users to run an application in a virtual sandbox without infecting the entire computer.

For a start, the solutions will be promoted to the government as well as the private sector, while for the general public the target is to sell to them by mid this year, he told reporters following the launch of the solution here Tuesday.

The launch was officiated by CyberSecurity Malaysia Chairman Tan Sri Mohd Azumi Mohamed who represented Science Technology and Innovation Minister Datuk Seri Dr Maximus Ongkili.

It is the first syariah-compliant security software, Abbyamir said, adding that it came with a web-based central console that secured business computer networks and provide businesses with the proper tools for security such as remote installation and updates, real time security alert and scheduled automatic scanning.

Besides 1Machine, others involved in the production and distribution of the product include the Persatuan Badan Berkanun Malaysia as the exclusive distributor with a joint marketing venture and Magnaquest Solutions Sdn Bhd as the principal technology partner.

CyberSecurity Malaysia contributed to the technological malware of the product and Universiti Teknologi Mara supported the 1Machine with research conducted along the definition and development of digital syariah 

source: BERNAMA

Tuesday, 3 January 2012

Screening of Ctrl+Alt+Compete - The Life of a Startup


What is this all about?

So…we, Microsoft, made a movie.

Not just a shaky-cam movie with a handheld camera edited in Movie Maker…but a REAL movie…a feature-length, theater-ready documentary film with an award-winning production crew. The film is called Ctrl+Alt+Compete. It takes a revealing look at the startup and emerging business scene through the eyes of five founders and their teams telling a story of the passion, fortitude and insanity that is bringing a startup to life.  We’ve only shared it with a handful of people but we’re excited about the feedback so far.

Why did we do it?
Simple. We believe tech entrepreneurship is fundamentally changing the world. The things that developers create; the ideas that they’re able to make reality; the tangible value they deliver is reshaping the way people live their lives every day. 

The infrastructure to build quickly is cheaper and more accessible than it’s ever been…there’s lots of capital floating around for the right idea. If only it were that simple! Building a startup from nothing to something is hard—REALLY hard.  There is a “story behind the story” of just how hard it is for these ideas to go from inception to reality and become the products and services that we use every day. 

We believe that is a story worth telling and sharing, and above all, we want express our sincerest gratitude to all of you for your support of our business and usher in 2012 together with the Malaysian premiere of Ctrl+Alt+Compete


Date
Wed, January 18 2012
Venue
Auditorium, Microsoft’s Office,
Level 29, Tower 2
Petronas Twin Towers
Time
5:00 – 8:30 PM


Agenda
5:00-5:30PM
Registration & Networking
5:30-5:45PM
Welcome by Microsoft
5:45-6:05PM
Opening Address by Nazrin Hassan, CEO of Cradle Fund Sdn Bhd
6:05-6:20PM
Pre-Screening Message
6:20-7:20PM
Screening of Ctrl+Alt+Compete
7:20-8:30PM
Dinner & Networking
8:30PM
End

Register here: http://on.fb.me/vdJLs0
Registration Closes on Jan 15 2012.

On screening day, please arrive on time as you will not be able to enter Petronas Twin Towers after 6:15PM.

Are you a Microsoft BizSpark member? If yes, please denote that during registration for a special door gift!
Not yet a Microsoft BizSpark member? Join now at www.bizspark.com

Note: Microsoft reserves the right to change the agenda and any other offers for this screening at any time.




Wednesday, 7 December 2011

5 Things You Should Never Say While Negotiating



We have accompanied and seen companies conduct their sales pitch - either for practice purposes or to close the deal. There are some words that, in our opinion, should not be used, for example, "Ours is the first in the world", "Ours is the best" and stuff like that. 

So, fellas, do check out for these taboo words that you should not use when selling / closing the deal.

Thanks to Mike Hofman via Inc.com

1. The word "between.", i.e. "I can do this for between $10,000 and $15,000." 

2. "I think we're close." 

3. "Why don't you throw out a number?" 

4. "I'm the final decision maker." Uhuh. This is a no no. 

There are two final words that you SHOULD NOT say. NEVER, ever say.

Find out more at  Inc.com

Tuesday, 6 December 2011

Build a Killer Website: 19 Dos and Don'ts





Websites are undeniably an important marketing tool in establishing your presence online. If you are "Googleable", you're one step ahead. 

Ilya Pozin writes his 19 Don'ts and Dos of a killer website. 

Do:
  1. Set smart goals. 
  2. Plan on becoming an SEO wizard. 
  3. Use open source tools. 
  4. Think about your mobile strategy simultaneously
  5. Steal from your competitors
  6. Develop your content. 
  7. Write with calls to action in mind. G
  8. Always answer the question “why?” 
  9. Trust your Web designer. 
Don’t:
  1. Do it yourself. It CANNOT look homemade. 
  2. Make people think. 
  3. Expect visitors
  4. Spend all your money
  5. Add a blog. 
  6. Add Twitter and Facebook buttons. 
  7. Try to please everyone.
  8. Add testimonials. 
  9. Use Flash.
  10. Expect a killer website overnight. 

Wednesday, 24 August 2011

Five Rules for Innovating in a Shaky Economy


When stock markets gyrate and growth prospects darken, it's tempting to rein in innovation programs and hoard cash. The S&P 500 did exactly that during the Great Recession, increasing their cash levels by over 50% to nearly $1 trillion today. As it looked like the economic storm clouds were dissipating (ah, the good old days...) the prospects for company growth looked barren, which is what will happen after firms have locked their cash away. So we saw a wave of mergers and share repurchases as companies found they had few programs in-house that could profitably absorb all that cash quickly. Rather than carefully watering a set of growth crops, companies had a fire hose of cash that they turned off and on. This is no way to nurture the growth prospects of tomorrow.

While businesses shouldn't react to economic uncertainty in knee-jerk fashion, the recent tumble in equity prices cannot be ignored. Companies can do five things to hedge their bets in turbulent times while opening up options for the future:

1. Re-visit big, inflexible projects — The 80/20 rule often applies to corporate innovation portfolios; a few projects consume the lion's share of cash. If those projects can adjust to the potential consequences of another economic dip, then there is no reason to change this allocation. However many big projects become inflexible, travelling on rails to a fixed destination. Management has made promises to senior executives about what a project will achieve, and fixed costs have built up because they looked prudent in comparison to planned revenues. For these projects, consider how to enhance adaptability through slowing development, turning fixed costs into variable ones (for example through using third-party contractors), or removing expensive features that could be added to successive generations of products.

2. Buy vowels — In the television game show Wheel of Fortune, contestants have the option of solving a word puzzle (a potentially risky move that can generate quick winnings) or buying a vowel (spending a bit of their cash to improve their knowledge about what the puzzle says). Uncertain economic times present an excellent vowel-buying opportunity. By learning more about consumer needs, investing small amounts in technologies emerging from academia, or trialing new ideas in modest test markets, companies can build their understanding about growth options and position themselves to take bolder and riskier moves as the economy brightens.

3. Add services — One of Procter & Gamble's most vaunted consumer brands is Mr. Clean. The company has invested in this brand's innovation in many ways. Some new products under this umbrella, like the Mr. Clean Magic Eraser, were breakthrough hits, but they probably cost a good deal to develop. On the other hand, the company has trialed putting the Mr. Clean name on a handful of car washes. This move builds the visibility and image of the brand, generates new sources of potential revenue, and was likely quite cheap to execute. Services can cost far less than products to develop, they can expand businesses into new directions, and they can dovetail well with product offerings to make a compelling combination.

4. Experiment with new business models — When the Great Recession hit, many airlines responded by reducing flight frequencies, introducing new service charges, and generally discovering new ways to irritate hard-pressed passengers. JetBlue opted to try out a new business model, an "All You Can Jet" pass that let travellers pay a fixed fee for unlimited use of the airline from a major airport for a set period of time. The company created a fixed number of these passes, limiting the amount of risk it took in case people got a bit too enthusiastic with their travel. Business model innovations can cost very little to execute, and they can tell companies a lot about potential avenues for growth. Many companies, particularly those that produce physical goods, will have product innovation processes. Quite few have a business model innovation process, or even a single person dedicated to this function.

5. Shape a portfolio plan — For personal investments, stock market dips are times to prove the mettle of portfolio plans. Perhaps equities have declined, but the appreciation of the portfolio's small holding of gold has helped to balance out the impact. Good portfolio plans will balance the types of risks assets are exposed to, and they may have holdings with different levels of liquidity. It is strange that individuals will tend carefully to these plans, and then come to work and lack any such plan for their company's innovation investments. Instead, these investments may be agglomerated through a series of one-off decisions as ideas have been sold up the food chain. A solid plan would take account of the underlying drivers of program success or failure, and it would diversify risks, balance the time frames in which returns are expected, and ensure an appropriate balance between prudent investments and chancier ventures.

Taken together, these five steps are simple, cheap, and have little downside. If only stocks could make that boast!

Source: Harvard Business Review