porter introduction-a
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TRANSCRIPT
Porter P. C. Lin
Outline
• Expertise & Major Achievements• P-S-P Challenges• Executing Action Plan• Expecting Contributions• Q&A
page 3
Expertise & Major
Achievements
Expertise:• Background includes: IE, Logistics, IT and MBA
– MBA M.S. of International MBA Program of NCCU– Logistics M.S. of NCTU– IE B.S. of Fen Chia University – IT Oracle ( OCP DBA) & Microsoft (MCSE) Certified
• Comprehensively and Systematically mind set.– Milestone JCA successfully from IT to Operation team.
• Operations and People management.• CT/ IPD Project Management experiences.
• Good practicing with people management theory. – Effective communication skill.– Enthusiastic, with Passions for people management.
Major Achievements
• FY08 APAC VP Purple Promise Award• People management
– Average SFA is over 4.0– GOLD candidate coaching– Sr. Courier Candidates set– Part time employees management.
• Breaking the rules by making impossible to be “I’m possible”:– Planning & Executing Early PUP Model in FY10. – CLH enhancement after CANH launching. – ASIA - One delay with PM service Level 100%.– Early push shuttle, during CNY rush hour.
P-P-P Personality
Integrator
P-S-P Challenges
• People – Efficiency vs. Safety– Safety Mind Set– Common Job Grading– Team members turn over
• Service– CANH + CLH Impact+ Flight late arrival– Model Ops Re-Enforcing – Customer feedbacks – Compliances and Rules
Challenges - Internal & External
• Profit– Global Economy recovery uncertainly – Customization evaluation with Cost surging – Market share varying with Cargo direct flight– Cross Strait Opportunities
• Others – People , Service & Profit Equilibrium– Change management– Synergy Generating and enduring– Moral sustain
Challenges - Internal & External
Executing Action Plan &
Strategy
Executing Action Plan & Strategy :
• STAR– Steering Team by Actions Reinforcing
• Leadership Strategy– Double E– B – A – C & U – A – C
-
•Right person, Right position, Right people
management
•Disciplines is to keep Ops on Track
•Performance Orienting to hold manager accountable
People Management
CostManagement
OperationManagement
ReportCustomerRelationship
Execution
STAR Steering Team by Actions Reinforcing
- -
• Plan annual budget with monitoring and managing Cost.
• Ensuring all the contract meet Corp compliances.
• Rational cost down with performance driving.
People Management
CostManagement
OperationManagement
ReportCustomerRelationship
Execution
STAR Steering Team by Actions Reinforcing
-
• Model Ops , Model our way forward! Model our way / Model our mindset / Model our language Planning, Executing, & Fine Tuning Cooperate with Dispatch team FAMIS insight ! Discipline with correct method
• Safety above all Efficiency vs. Safety Safety culture evolving and enduring
People Management
CostManagement
OperationManagement
ReportCustomerRelationship
Execution
STAR Steering Team by Actions Reinforcing
• Customer Feedback Be at cause Take it as Opportunity Hold Manager accountable
• Align with sales to meet customers’ need, & review the necessity
• Review with manager for ad hoc customer exceptions
People Management
CostManagement
OperationManagement
ReportCustomerRelationship
Execution
STAR Steering Team by Actions Reinforcing
• Value will be created by Synergy with Effective Executions
•Keep the balance in mind and in place
• Only focus on what we can change, seeking opportunity of what we can influence
• Safety, Security, Regulatory & Compliance Compliance keeps us on track Commitments lead us ahead!
People Management
CostManagement
OperationManagement
ReportCustomerRelationship
Execution
STAR Steering Team by Actions Reinforcing
Cost Management
Effective Executions
People Management
Customer Relationship
Operation Management
Balancing
Balancing
Bala
ncin
gBalancing
•Stretching out “Two Hands” :– Internally : People management– Externally : Customer relationship
•Standing firmly with “Two Legs ” – Operation management– Cost management
•Effective Executions in “Mind ” – Effective executions make it works.– Safety, Security, Regulatory & Compliance
Cost Management
SafetySecurity Regulatory Compliance
People Management
Operation Management Cost
Management
Effective Executions
People Management
Customer Relationship
Operation Management
Balancing
Balancing
Bala
ncin
g
Balancing
STAR Steering Team by Actions Reinforcing
Leadership Strategy Double E : Execution & Engagement
•Executing by limiting the Knowing - Doing Gap– The Key element of Execution is to follow up– Harnessing the power of passion and simplicity to get result– To distill the most complex issues into simple
•“ E = MC 2 “
– Engagement = Motivation * Communication * Commitments • Aligning the common goal • Motivating by the Value contribution mindset• Effective communications by managing
commitments
Leadership Strategy B-A-C & U-A-C
•Be At Cause– Learning & reading the messages from employees’
interactions.– Help employees to see what they can see but not see.– It’s often not the mountain ahead, but the grain of sand in
shoes bothering.
•Understanding Alignment and Commitment– Effective Coaching by Listening ! – Seek first to understand, then to be understood. – What you talk does not matter, But What they really listen
does matter.
Expecting Contributions
•Emerge Internal Synergy by Culture Evolving– Right People asset Management– Purple DNA, Purple Mindset
•Create External Synergy by Well aligning– Effective Communications– Common Goal Setting
•Get Overall Operations Rationalizing & Balancing– Effectiveness, Efficiency and Safety– Model Ops Enforcing
Expecting Contribution :
Vision : L-E-DLeveraging, Engaging, & Delivering
SynergyEngagement
Competence
Organization capability
Front Line Managers
Competitiveness & Value
Team’s Value
Leveraging the ProfessionalEngaging the PeopleDelivering the Value
Resources: Revised from HRM Resources: Revised from HRM Lecture IMBA NCCU SH Lee Lecture IMBA NCCU SH Lee 20052005
Synergy
Generating
Driving the Force
Those Robust Bricks Build Up “Great Wall”
Customer Relationship
STAR Steering Team by
Actions Reinforcing
B-A-C
Execution
U-A-C
Integrator
Engagement
Vision L-E-D
page 25
The Porter PromiseLeading Team to be a “AAA ” Diamond Station : Aligned the team Actively, & Running team to be the most Aspiring team
DAMA-NCR
•Tuesday, November 13, 2001•Laura Squier
•Technical Consultant•[email protected]
What is Data Mining?
Agenda
• What Data Mining IS and IS NOT• Steps in the Data Mining Process
– CRISP-DM– Explanation of Models– Examples of Data Mining
Applications• Questions
Evolutionary Step Business Question EnablingTechnologies
Product Providers Characteristics
Data Collection(1960s)
"What was my totalrevenue in the lastfive years?"
Computers, tapes,disks
IBM, CDC Retrospective,static data delivery
Data Access(1980s)
"What were unitsales in NewEngland lastMarch?"
Relationaldatabases(RDBMS),Structured QueryLanguage (SQL),ODBC
Oracle, Sybase,Informix, IBM,Microsoft
Retrospective,dynamic datadelivery at recordlevel
Data Warehousing& DecisionSupport(1990s)
"What were unitsales in NewEngland lastMarch? Drill downto Boston."
On-line analyticprocessing(OLAP),multidimensionaldatabases, datawarehouses
SPSS, Comshare,Arbor, Cognos,Microstrategy,NCR
Retrospective,dynamic datadelivery at multiplelevels
Data Mining(Emerging Today)
"What’s likely tohappen to Bostonunit sales nextmonth? Why?"
Advancedalgorithms,multiprocessorcomputers, massivedatabases
SPSS/Clementine,Lockheed, IBM,SGI, SAS, NCR,Oracle, numerousstartups
Prospective,proactiveinformationdelivery
The Evolution of Data Analysis
Results of Data Mining Include:
• Forecasting what may happen in the future
• Classifying people or things into groups by recognizing patterns
• Clustering people or things into groups based on their attributes
• Associating what events are likely to occur together
• Sequencing what events are likely to lead to later events
Data mining is not•Brute-force crunching of bulk data •“Blind” application of algorithms•Going to find relationships where none exist•Presenting data in different ways•A database intensive task•A difficult to understand technology requiring an advanced degree in computer science
Data Mining Is
•A hot buzzword for a class of techniques that find patterns in data•A user-centric, interactive process which leverages analysis technologies and computing power•A group of techniques that find relationships that have not previously been discovered•Not reliant on an existing database•A relatively easy task that requires knowledge of the business problem/subject matter expertise
Data Mining versus OLAP
•OLAP - On-line Analytical Processing
– Provides you with a very good view of what is happening, but can not predict what will happen in the future or why it is happening
Data Mining Versus Statistical Analysis
•Data Analysis– Tests for statistical
correctness of models• Are statistical assumptions
of models correct?– Eg Is the R-Square
good?– Hypothesis testing
• Is the relationship significant?
– Use a t-test to validate significance
– Tends to rely on sampling– Techniques are not optimised
for large amounts of data– Requires strong statistical
skills
•Data Mining– Originally developed to act as
expert systems to solve problems
– Less interested in the mechanics of the technique
– If it makes sense then let’s use it
– Does not require assumptions to be made about data
– Can find patterns in very large amounts of data
– Requires understanding of data and business problem
Examples of What People are Doing with Data Mining:
•Fraud/Non-Compliance Anomaly detection
– Isolate the factors that lead to fraud, waste and abuse
– Target auditing and investigative efforts more effectively
•Credit/Risk Scoring•Intrusion detection •Parts failure prediction
•Recruiting/Attracting customers •Maximizing profitability (cross selling, identifying profitable customers) •Service Delivery and Customer Retention
– Build profiles of customers likely to use which services
•Web Mining
How Can We Do Data Mining?
By Utilizing the CRISP-DM Methodology– a standard process – existing data– software
technologies – situational expertise
Why Should There be a Standard Process?
•Framework for recording experience
– Allows projects to be replicated
•Aid to project planning and management•“Comfort factor” for new adopters
– Demonstrates maturity of Data Mining
– Reduces dependency on “stars”
The data mining process must The data mining process must be reliable and repeatable by be reliable and repeatable by people with little data mining people with little data mining background.background.
Process Standardization
CRISP-DM: • CRoss Industry Standard Process for Data Mining• Initiative launched Sept.1996• SPSS/ISL, NCR, Daimler-Benz, OHRA• Funding from European commission• Over 200 members of the CRISP-DM SIG worldwideOver 200 members of the CRISP-DM SIG worldwide
– DM Vendors - SPSS, NCR, IBM, SAS, SGI, Data Distilleries, DM Vendors - SPSS, NCR, IBM, SAS, SGI, Data Distilleries, Syllogic, Magnify, ..Syllogic, Magnify, ..
– System Suppliers / consultants - Cap Gemini, ICL Retail, Deloitte System Suppliers / consultants - Cap Gemini, ICL Retail, Deloitte & Touche, …& Touche, …
– End Users - BT, ABB, Lloyds Bank, AirTouch, Experian, ...End Users - BT, ABB, Lloyds Bank, AirTouch, Experian, ...
CRISP-DM
•Non-proprietaryNon-proprietary•Application/Industry Application/Industry neutralneutral•Tool neutralTool neutral•Focus on business issuesFocus on business issues
– As well as technical As well as technical analysisanalysis
•Framework for guidanceFramework for guidance•Experience baseExperience base
– Templates for Templates for AnalysisAnalysis
The The CRISP-CRISP-DM DM Process Process ModelModel
Why CRISP-DM?•The data mining process must be reliable and repeatable by people with little data mining skills
•CRISP-DM provides a uniform framework for –guidelines –experience documentation
•CRISP-DM is flexible to account for differences –Different business/agency problems–Different data
BusinessUnderstanding
DataUnderstanding
EvaluationDataPreparation
Modeling
Determine Business ObjectivesBackgroundBusiness ObjectivesBusiness Success Criteria
Situation AssessmentInventory of ResourcesRequirements, Assumptions, and ConstraintsRisks and ContingenciesTerminologyCosts and Benefits
Determine Data Mining GoalData Mining GoalsData Mining Success Criteria
Produce Project PlanProject PlanInitial Asessment of Tools and Techniques
Collect Initial DataInitial Data Collection Report
Describe DataData Description Report
Explore DataData Exploration Report
Verify Data Quality Data Quality Report
Data SetData Set Description
Select Data Rationale for Inclusion / Exclusion
Clean Data Data Cleaning Report
Construct DataDerived AttributesGenerated Records
Integrate DataMerged Data
Format DataReformatted Data
Select Modeling TechniqueModeling TechniqueModeling Assumptions
Generate Test DesignTest Design
Build ModelParameter SettingsModelsModel Description
Assess ModelModel AssessmentRevised Parameter Settings
Evaluate ResultsAssessment of Data Mining Results w.r.t. Business Success CriteriaApproved Models
Review ProcessReview of Process
Determine Next StepsList of Possible ActionsDecision
Plan DeploymentDeployment Plan
Plan Monitoring and MaintenanceMonitoring and Maintenance Plan
Produce Final ReportFinal ReportFinal Presentation
Review ProjectExperience Documentation
Deployment
Phases and TasksPhases and Tasks
Phases in the DM Process:Phases in the DM Process:CRISP-DMCRISP-DM
Phases in the DM Process (1 & 2)
•Business Understanding:– Statement of
Business Objective– Statement of Data
Mining objective– Statement of Success
Criteria
•Data Understanding– Explore the data and
verify the quality– Find outliers
Phases in the DM Process (3)
• Data preparation:– Takes usually over 90% of our time
• Collection• Assessment• Consolidation and Cleaning
– table links, aggregation level, missing values, etc
• Data selection– active role in ignoring non-
contributory data?– outliers?– Use of samples– visualization tools
• Transformations - create new variables
Phases in the DM Process (4)
• Model building– Selection of the modeling
techniques is based upon the data mining objective
– Modeling is an iterative process - different for supervised and unsupervised learning• May model for either
description or prediction
Types of Models
•Prediction Models for Predicting and Classifying
– Regression algorithms (predict numeric outcome): neural networks, rule induction, CART (OLS regression, GLM)
– Classification algorithm predict symbolic outcome): CHAID, C5.0 (discriminant analysis, logistic regression)
•Descriptive Models for Grouping and Finding Associations
– Clustering/Grouping algorithms: K-means, Kohonen
– Association algorithms: apriori, GRI
Neural Network
Output
Hidden layer
Input layer
Neural Networks• Description
– Difficult interpretation– Tends to ‘overfit’ the data– Extensive amount of training time– A lot of data preparation– Works with all data types
Rule Induction•Description
– Produces decision trees:• income < $40K
– job > 5 yrs then good risk
– job < 5 yrs then bad risk• income > $40K
– high debt then bad risk– low debt then good risk
– Or Rule Sets:• Rule #1 for good risk:
– if income > $40K– if low debt
• Rule #2 for good risk:– if income < $40K– if job > 5 years
Cat. % nBad 52.01 168
Good 47.99 155Total (100.00) 323
Credit ranking (1=default)
Cat. % nBad 86.67 143
Good 13.33 22Total (51.08) 165
Paid Weekly/MonthlyP-value=0.0000, Chi-square=179.6665, df=1
Weekly pay
Cat. % nBad 15.82 25Good 84.18 133Total (48.92) 158
Monthly salary
Cat. % nBad 90.51 143
Good 9.49 15Total (48.92) 158
Age CategoricalP-value=0.0000, Chi-square=30.1113, df=1
Young (< 25);Middle (25-35)
Cat. % nBad 0.00 0Good 100.00 7Total (2.17) 7
Old ( > 35)
Cat. % nBad 48.98 24Good 51.02 25Total (15.17) 49
Age CategoricalP-value=0.0000, Chi-square=58.7255, df=1
Young (< 25)
Cat. % nBad 0.92 1Good 99.08 108Total (33.75) 109
Middle (25-35);Old ( > 35)
Cat. % nBad 0.00 0Good 100.00 8Total (2.48) 8
Social ClassP-value=0.0016, Chi-square=12.0388, df=1
Management;Clerical
Cat. % nBad 58.54 24
Good 41.46 17Total (12.69) 41
Professional
Rule Induction
Description• Intuitive output• Handles all forms of numeric data, as well
as non-numeric (symbolic) data
C5 Algorithm a special case of rule induction
• Target variable must be symbolic
Apriori
Description• Seeks association rules in
dataset• ‘Market basket’ analysis• Sequence discovery
Kohonen NetworkDescription• unsupervised• seeks to
describe dataset in terms of natural clusters of cases
Phases in the DM Process (5)
• Model Evaluation– Evaluation of model: how well it
performed on test data– Methods and criteria depend on
model type:• e.g., coincidence matrix with
classification models, mean error rate with regression models
– Interpretation of model: important or not, easy or hard depends on algorithm
Phases in the DM Process (6)
•Deployment– Determine how the results need to be
utilized– Who needs to use them?– How often do they need to be used
•Deploy Data Mining results by:– Scoring a database– Utilizing results as business rules– interactive scoring on-line
Specific Data Mining Applications:
What data mining has done for...
Scheduled its workforce to provide faster, more accurate
answers to questions.
The US Internal Revenue Service needed to improve customer service and...
What data mining has done for...
analyzed suspects’ cell phone usage to focus investigations.
The US Drug Enforcement Agency needed to be more effective in their drug “busts” and
What data mining has done for...
Reduced direct mail costs by 30% while garnering 95% of the
campaign’s revenue.
HSBC need to cross-sell more effectively by identifying profiles that would be interested in higheryielding investments and...
Final Comments• Data Mining can be utilized in any
organization that needs to find patterns or relationships in their data.
• By using the CRISP-DM methodology, analysts can have a reasonable level of assurance that their Data Mining efforts will render useful, repeatable, and valid results.
Questions?