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8/13/2019 Process Improvement on a Shoestring
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For more i
P
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This WhiteIMPLIED OreproducemechanicaMCL& Ass
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nformation:
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A SHOE
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MARK
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All rights res
STRING:
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KES NO WARt of this docu
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Don't use
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By threeeasiest; an- Confuci
1. INTBroadly dimprove especific m(CPI) is thmores and
While littleither natiManagemactivity.remainingapproximaIn 2009, tTechnolog$272.3 billcombined2008-2009
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a lot where a
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methods wed third, by exps
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fined, processisting process
ethodology ore institutionalicommonly he
empirical datnally or internt market segxcluding corpOperations Mtion of global
e global Opery segment revion generatedamount of apprecession, Da
owth Rate (Cprovement m
ocess improveand governms not necessarrocess impro
. 2011
PROCES
THE
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little will do.
ut.
305 RAMAC
ay learn wiserience, which
improvementes within an ostrategy to crezation of thesed group value
a is generallyationallyexent gives a r
orate strategyanagement serprocess impr
tions Manageenue totaled $by the entire groximately $1tamonitor anal
GR) of 7.1%rket is expect
mentunder ints are investiily imply the aement efforts
WH
IMPROV
PONZIO A
y Mark LefcoChiefMCL
FredericPhone:Fax:
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Technician/Ins
dom: first, bis the most bi
is, a seriesganization to
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available to thrapolating theugh confirmaervices, humaices and Infovement serv
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2
ITE PAPE
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S MATUR
itz, CMBB,
xecutive OffiAssociates, Isburg, VA 2(540) 374-15540) 374-557.mcl-associat
tructor)
reflection,tter.
of actions takeet new goal
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revenue totalehis equals aboent & marketese two seg
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d $71.5 billiout 26.3 % anding consultanents. Despiteth in this mar
-2014. Basedend of 2014.
ic of discussioss improvemecultural normand at worst a
Improveme
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st; second, by
s owner to idees. These actiContinuous porm within the
process impr10 estimates oortance of proices, and outsare together a
; the global In22.6 %togey industry. Tha downturn inet, with an an
upon these pr
n, and an activteven on a
. The efficienbysmal (Lefco
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imitation, w
tify, analyzens often folloocess improvorganization
vement actithe Operatiocess improveurcing servic
convenient
formationher 48.9 %is generated ademand durinticipated Com
jections, the
ity into whichassive cumu
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ich is
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8/13/2019 Process Improvement on a Shoestring
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Why thenshort of ouWe collectto collectAccountanprogram oestimatedrevenue.
Even thedecision-validationarguing abreal issue,only autho
Bad decisiburdenedmanagemeentered, $1and over astudies, an
b
r
m
e
In the end,improvemAccurate icomponenbeingscorrect, efThis paperto begin thauthoritatdata is collvalues can
1IIE (199
2Costs afailure cos
failure cos
(costs incu
incurred t
ssociates, Inc
do process imr needs and e, orinverselet more bad dts 1whose resf some type, b
of those that
ost concerted,akers make b
by a set of goout what is thWhat is the qritative data is
ons are costly.ost of $3,000/nt best practic0 to cleanse a
gain." In a pad four code in
very study th
unacceptabl
tes found in o
ultiple errors,
ror.
the general fintis concerformation (i.to that goal.ill not have thicient, and eff
assertsregae process of iive datafoected and valioccur.
).
sociated with
ts, costs assoc
ts costs asso
rred to deter
keep failure
. 2011
rovement effopectations?fail to collata. Ross andlts indicated tt of those onl
did calculate t
well-intentiod decisions oernance entitibest data softuality of databeing stored a
One companyear. A 2008es results in cod de-dupe it,er presenting
pection exper
t has attempt
in any organi
ther human ac
and even rela
ld of businessned with tryin., accurate anWithout it, dee right informective respons
dless of methstituting a stadata customedated to be a
providing poo
iated with defe
ciated with de
ine the degree
nd appraisal
rtsan activihen everythinct, the right dPerry (1999, phat 82 % of its33 % of thee COQthat
ed efforts to phow to manas that supportare applicati
tored in my dnd used?
(Abrams, 20ndustry studysts summarizand $100 if nothe outcomesments, Panko
d to measure
zation. These
tivities. With
ively small s
managementto maximizeefficient dataision-makerstion, at the rige.
dology or apdard of accurs, both internthoritative, n
quality prod
cts found befo
ects found aft
of conforman
osts to a mini
3
y that is so cug is said-and-ta necessary t. 368) report arespondents sactually calc
quality costs
roduce procesge informationthe business en to use, busitabase, and h
10) estimates t(SirusDecisod by the "1-10thing is done,f 113 field au(2008) reports
rrors, withou
error rates, fu
uch high cell
ratch pad sp
and specificthe efficiencycollection, stonot necessari
ht time, to hel
roachthat tte and validatlly and externo other signifi
cts or service.
re the custome
r the custome
e to quality r
mum(Elsmar
Process
rent in our coone, the answ
o frame our q1996 surveyaid their complated the Cosveraged from
s improvemen, or make badnvironment; i.esses and orgw can I effici
hat each spreas, 2008) repor-100" rule: "Itas the ramificdits conducte:
t exception, ha
rthermore, ar
rror rates, m
eadsheets wil
lly the more nand effectivenrage, and retrily executives,
them make t
e first step ined data collectally. Withoutcant institutio
There are fo
r receives the
r receives the
quirements),
ove Mission)
Improveme
lective imagier appears to bestions, whichy the Instituteanies were inof Quality (Cabout six to te
ts are doomeddecisions basee., authoritatianizations neeently and effec
dsheet used ints that the failtakes $1 to vetions of the msince 1995, 1
s found them
completely c
st large sprea
have a signifi
arrowly definess of busineseval) is the sinmanagers, ore right decisi
any process iion, storage, aa fundamentalalization of C
r categories
product or ser
roduct or ser
nd prevention
.
t on a Shoe
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ationfall we simply: badinevitably lea
of Managemeolved in a qu
OQ). 2 It wasn percent of
to failure whed on data thate data. Rathed to focus on ttively validate
business has are to follow drify a record astakes are felt
5 spreadsheet
t rates that w
nsistent with
dsheets will h
cant probabili
d field of pros operations.gle most impoven humann that will lea
provement efd retrievalchange in the
PI practices an
f costs: intern
vice, external
ice, appraisal
costs) costs
tring
2011
lldata.d usntality
nlacksr thanhethat
atas it isover
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rror
ve
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ort is
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Towards tsimple, strregardless
2. DATA recent sand IT ma
PFfis
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Anyone wgive moreenough, bEnterprisesold as paresource o
An early pA well-knerroneouslcovered.systems asdataset qu
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is end, the Poaightforward,of existing bu
& DATA
udy conducteagers practic
ofit Myopia:rthermore, 46
nancial perforccess
readsheet Spreadsheets. Tanaging the c
intage Data:cisions is mota they use
utdated Plannimost a third (volved in this
oor Agility Crsiness proces3%) see plans
ployee moral
lo Mentality:scribing the li
th hands-on ethan a few hot inaccuraciesData Manageaceas to solvetlays associat
ersonal profes
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data; detailedries.
. 2011
nzio Authoritascalable, and tiness size or e
RRORS
by DynamicDecision M
2% of busine% believe thisance and 38
ghetti: Managhis figure risempany throug
andling data te than four m
ng: Scenario p0%) again not
process encou
ates Consequs or initiative abecome obsol
e
87% of businenks between s
perience withror stories abocompound went (EDM),this problem
ed with EDM/
sional experie
ealth Care prealth coveragelysis of this isbenefit infor
tive Data Souo long overloxisting organi
Markets on beking in the d
ses admit to ncreates potenbelieve it res
ers typically swith seniorith simple spre
is way meansnths old; wor
lanning fares lknowing thenter problems
nces: It can tnd 83% of coete, 55% incu
sses criticize irategic goals,
the problemsut their experien there areata Warehouhave in fact
DW/SOA, the
ce may help t
vider (herein,benefit to indue revealed thation resided
4
ce (ADS) Matoked tool to inational matur
alf of Oracleark The stud
ot having comially erroneouults in flawed
end over a th, with C-leveldsheets.
it becomes oe still is that 2
ittle better, wige of critical
ke nearly a yepanies admitunnecessary
ter-departmeoperational pl
associated witences with scultiple versioing (DW), anot. If anythin
problem has o
o clarify:
referred to asviduals for prat not all benes text, and we
Process
urity Model (itiate with allty.
(Oracle, Mayy report highli
plete visibilits business decbusiness plan
rd (36%) of texecutives sp
tdated quickl8% of manag
th data being tdata; it is no s
ar and a half tto suffering cost and 43%
tal data sharians and budge
the collectinrubbing data.s of the sameService Orie
g, due to the tnly exacerbat
We-Have-Yoocedures forfit informatiore therefore n
Improveme
onzio, 2003) irocess impro
2011, p. 1) revghted six findi
into profits bisions, 40% feing that will h
eir week numending 40% o
: on average,rs do not even
ypically six mrprise that 95
identify andnsequences oitness a nega
g and commuts as fragmen
g and storing o Errors on sprdata used by dted Architectemendous cod.
-Covered Heahich they werresided withit retrievable t
t on a Shoe
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s presented asement efforts,
eals senior bungs:
line of businel this can impamper busine
er crunchingtheir time
ata used to mknow the age
onths old, witof responde
mend a failinthis. One thiive impact on
ication withted
f data can proeadsheets areifferent indivire (SOA)wplexity and
lth (WHYCH)not actuallyWHYCHs
rough normal
tring
2011
a
iness
ss.airs
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akeof the
ts
d
1%
ablyaduals.
hile
, was
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Interviewssubject madiverse bu
The The u
a 1,benefibusinfor ne
The igenerunifor
The abenefi
Thereresultcomplcustobenefi
A Six Sigprogramannually.
Changes idata reposiCSR alreabenefit infof informa
WHYCHavoiding gbenefit infWhen circbenefit sermultiple reAt the timcompany.Sigma trai
3PAR (Priapproval bhigh-dolla
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ssociates, Inc
, conducted altter experts ansiness units on
ethodology fo
iverse of indea 2 or a 3,ts to be listedss grew in cobenefits, res
dexing systelly, did not hamly together.
proach to bent packages.
was also a serd in similar betely differenter service rep
t question, but
a study on Crevealed that
specific groutory. Generaly knew the a
ormation was ition, preventi
policy of hoiving misinforormation, or a
mstances forvice types, the-calculations.
, WHYCH haProgram maning and certi
or Approvaly the insurancdurable medi
eferred Provid, hospitals, analth services t
. 2011
ost exclusived functional lisome general
r indexing and
x numbers wasignifying sp
for each of theplexity, it peulting in a loss
became diffive the same la
efit categoriza
ious lack of conefit packagename to the cresentatives (often lead to i
R documenta8% of all afte
p benefit inforbenefit and riswer. Withoumpossible to ig a simple, str
oring out-of-bmation. CSRsover-abunda
ed CSRs to caprocess was f
d embarked ugers were enc
ication was es
eview): Certaie carrier priorcal equipment,
er Organizatioother healththeir custom
ly from the Pe-workers pr
functional iss
organizing be
s too small; acific productthree productiodically becaof important
ult to navigatst 4-digit iden
tion did not ac
nsistency in toften havingstomer than tSRs) to spen
ncorrect infor
ion timeforr call time was
ation could ter informatiot specific groudentify. Ofteaightforward
enefit misinfotended to resce of detailed
lculate out-of-equently com
on an aggressouraged to obablished inter
n covered healo the actual recertain surgic
s): A manageare providersrs at reduced
5
R3/PPO 4sidduced some ues:
nefits were ou
-digit numberines, allowedlines, 3,000 cme necessaryistorical busi
- similar benifier, and simi
curately reflec
e WHYCH enthe same name in-house naa great deal oation being
all lines of buspent docum
ake up to two, for a specifi
p number, dia, both providenswer to the
mation givenond to membinformation t
pocket accumlex, requiring
ve plan to adoain PMI (Projally. Substan
th care servicndering of theal procedures,
d care classifiwho have conates.
Process
of the businenexpected una
tmoded.
ing system, wonly 1,000 potegories of beo reuse old, oess data to th
fits within ealar types of be
t how WHYC
terprise produ, and other be
me prescribedf time findingiven to the me
siness, exceptnting the call,
weeks to be dgroup, was o
gnosis codes ars and membeembers ques
by CSRs, ledr benefit quesat covered all
lation informtime-intensiv
pt industry beect Managemetial resources
s identifiedservice; typicand certain sp
ation that is aracted with an
Improveme
ss, with businenimity among
th the first digsible individuefits in all. Ot-of-date bencompany.
h of the threenefits were no
H marketed or
ct line namingnefit packagesby WHYCH.the correct anmber.
for the compacosting WHY
ta entered intoften difficult tnd procedures, alike, were
tion.
o the generaltions with eitheventualities.
ation by hand,e research, lea
st practices thrnt Institute) ce
ere committe
by select criteally, this incluecified drugs
variation of thinsurance car
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ss and technicrepresentative
it being reserval categories over time, as lifit index num
lines of businealways categ
administered
convention.marketed undThis often ledwer to a mem
ys federalCH $2.7 milli
WHYCH cenfind, unless todes, more demissing key pi
usiness practier very genera
for a variety oing inevitabl
oughout thertification. Sid to the creati
ia requirees transplantsnd injections.
e HMOs, unitiier, and who
tring
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als of
ed forfes ofers
ss,rized
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ce of
fto
on of
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an EDM aeffectivenWhile mosnot surpthose famiPanko (20
Fa
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Is
uss
Iu
In a paperBraithwait2009), thetheir suppl
Wilding d
ttfio
The paper
O S S B
While Braimplement
ssociates, Inc
d DW infrastss, i.e. WHY
t IT professiorisinglyareiar with the b
8, p. 3) cites t
nancial intellicording to its
2004, Reven18 business le
% were using
2003, the Hareadsheets fo
FO.com intere within the fireadsheets anreadsheets.
Europe, A.R.ultinationals te spreadsheet
prepared by Le and RichardData Crunchiers. With no
liver what ca
hereporte other way itat data acrossrst is the scalehers; the seco
sets out eight
easure actual
n physical di
onitor and an
et up a perpetpply the fram
stematically i
uild six sigma
utomate data
thwaite & Wiation.
. 2011
ucture. Yet, tH giving its c
als can doubtlard to come bsiness landsc
he following s
gence firm COexperience.
eRecognition.ders. IDC fospreadsheets
ket Group surplanning and
iewed 168 finance departd basic budget
C. Morgan intat do busines
s for both man
CP ConsultingWilding reporReport. The
preamble to li
only be descr
identified an 8means that ththe top 4 retailof investmentd is the conte
ey steps towa
performance
ensions, use e
lyse data adju
al audit procework to identi
mprove Proce
accuracy into
lignment whe
ding guidance
ese considerastomers time
essly relate siy. However,pe, today.
tudies:
DA reports th
com (now Sond that 85%or budgeting
veyed mid-sizbudgeting.
ance executivent. Out of 14ng and planni
rviewed 376 iin the United
aging the cont
for joint publit on the GS1report investihten the impa
ibed as a defin
0% level of dre is only a 20ers. This appethat have beet of an increa
rd securing hi
continuously.
quipment like
stments.
s.fy value poten
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cross-function
e possible.
is spot-onu
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ble investmeny and accurat
ilar anecdotafew studies h
at 95% of U.S.
ttrax.com), haere using sprend forecastin
e companies.
es in 2004. Thtechnologiesg system. Ev
ndividuals resStates. Moreol environme
cation with ZK and Cranfiated data ina
ct of the exec
itive attention
ta inconsisten% chance of tars to be a ren made in idesing culture o
her levels of
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tial and focus
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al KPIs and m
nfortunately
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ts had not resuinformation.
l narratives, qave been repo
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d the Internatiadsheets in re.
It found that 4
e interviews adiscussed, onlry subject sai
ponsible for ohan 80% of tht and financia
tes (Braithwaild School ofcuracies amotive summary
grabber in the
cy between Ue data at a suarkable scaletification andLean mana
ata accuracy:
apture missin
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ake data quali
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Improveme
lted in more e
antitative stuted whose res
adsheets for f
nal Data Cororting and fo
7% of compan
ked about inftwo were wi
d that their dep
erseeing SOe respondentsl reporting.
te & Wilding,anagement S
g the top fiveof their analy
opening sente
retailers andplier being exof inaccuracydata captureement and Si
data on good
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y everyones
ested roadma
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ficiency and
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nancial report
oration intervecasting and t
ies use stand-
rmation technely usedartment use
compliance isaid that their
2010) Alanudy (GSI UK,UK retailers ais, Braithwait
nces of their p
their suppliersactly the sameor two reasonith Zetes, amsigma quality
receipt.
esponsibility.
for
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8/13/2019 Process Improvement on a Shoestring
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3. BET
The conceStandardsthen out othe pursuitHow do I
were appliIn contrastitself withoperationsimportantp2). Recobenign neIn 1911, Ffathers ofManagemGantt, andthe emergiindividuala field in iProcess iHarringto& 1961).movementmodel. To
quality proThinkers abe appliedDemingsrenamed "business pAs early acommunitApril 1979of the dec(Crosby, 1
a concertethe U.S. ADepartme
5Specifica
6Specifica
ssociates, Inc
EEN A R
t of businessof measuremenecessity, theof commerceknow that the
ed solely as a
, the modern qthe problems. By the turnssues of cons
gnition emerglect, manage
ederick W. Tscientific mant. In additioHarrington Eng principleslike Joseph
s own right.
provement ef(1987) but dehese concept
, and later alsoday, COQ has
ducts or servi
lso began to gto semi-mech(1989) Plan,lan, Do, Stud
oor quality iss
the mid-1970s ability to d) proposed a de, Philip Cro979, p. 38 - 39
d effort to devir Force, Humt of Defense (
lly: Initiation,
lly: Uncertain
. 2011
CK & A H
aturity and st and qualityse standards eand business.coin with whi
eans of deter
uality movemf increasing ef the 19thCenrvation of resd that errors ient inefficien
ylor publisheagement gatto Taylor, paerson. In parf assembly lin. Juran, W. E
orts are justifirived from thesand othersadopted by bsupplanted P
e.
apple with thenical and nono, Check, Acty, Act" (PDSes.
s, many indivieliver successfstages for grosby had publis). 6 In 1986,
elop a capabihrey and his
DoD) in evalu
Contagion, Co
y, Awakening
RD PLAC
andardizationtretch all theolved so thatHow do I knh you offer p
ring fraud in c
ntmanifestlfficiency andury, it had beurces and natiquality werey, as well as t
, The Principlered at Dartmrticipants inclallel, the alreae production.wards Demin
d based on Poconcept of q
were subseqth Six SigmaC as the phra
possibility th-mechanical p(PDCA) cycl) begin to c
dual were discul large, compth model 5f
hed his Qualitatts Humphr
lity maturityssociates beg
ating the capa
ntrol, Integrat
, Enlightenme
7
of practices cay back intoindividuals anw that the we
yment is of pu
ommerce; i.e.,
y the productffectiveness oame clear thatonal efficiencnot just the reask complexit
es of Scientifi
outh Collegeded Frank B.
dy well-establiBy the end ofg, and Taiichi
or Quality Couality costs fiently adopted
and Lean thinse used to des
t the methodoocesses with
based uponome to the for
ussing the imlex software pr organizatioManagemen
ey joined the
odel for sofn formalizingility of softw
ion, Data Ad
t, Wisdom, a
Process
n hardly be saantiquity. Firsd localities coght you are st
re gold? Iniquality of exc
of engineers af manual operconsiderationthat neededult of premedand the limit
Management.
or the first CoGilbreth, Dr.sh principlesthe 20th CentOhno, the qua
sts (PQC), a prst describedby the Totalers and practiribe the cost
logies appliedqual effect. Ithe work ofe as a viable s
act of computrojects. Richas using inforMaturity Grioftware Engi
ware engineea process matre contractors
inistration, an
d Certainty.
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id to new to tt established fld have comting for my w
ially, standardhange.
d business mtions, particuls of fraud asideliberation (Ltated malfeass of human pr
In that sameference on Scillian M. Gilbf mass produry, through th
lity movement
rase coined by Armand V.uality Manag
tioners in the associated wi
to mechanicalis during this. A. Schewhalution to a alt
ing power on trd Nolan (Julyation technol(QMMG) in,eering Institu
ing. With a rrity framewo
ability to deli
d Maturity.
t on a Shoe
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e business woor conveniencon referencesool is accurat
s of measure
nagersconcarly manufacte, there were aefcowitz, 200nce, but alsoductivity.
year, the founientificreth, Henry L.tion were apple work ofwas recogniz
H. JamesFeigenbaum (ement (TQM)hidden plantth providing p
quality couldtime-frame tht (1939) and lgether new cl
he business1973 & Marcgy (IT). By t
Quality is Fre (SEI), and b
search grant fk to aid the Uver successful
tring
2011
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of the contractility Maturity
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her than a statust learn to beather increme
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Champlin, relConferenceer the next se maturity mon he hit the 3
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ision-makingking in those lons out of fearkelihood of dge of 25 yearse, familiarity,
otor vehicle.ement and qu
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In short, cdynamic toften a caAccordingthe Unitedbusinessesemployer
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he parts of antive memorychooses to re
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riably offsetsanizations.g human inter
nsus Bureaus7, the Centralon Federal c
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conomies ofhat may appeaction.
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and staff timearly two yeartudy further ne (VIP, p. 5)
can afford succosts themselut only a sma
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dly defined, iorage files ofputers, and thever, as with iganizational l
memory that aefine what ans experience
ization or enti
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eneral ServicThe number
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ll fraction wo
VIRONM
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1):
cludes everytold invoices ae latest strategndividual learearning.
re relevant fororganization p
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ty consisting o
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es Administrachanges dailycrete total nu
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rganizations tithic and rathe
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n of businesseoveraccordcontractors sese opportunitiaverage of 1.7adage it take
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ision-making, organization
ing that is coe part of thatc plan, as welning, such a st
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tained in an oemory. So a
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This bringmaturityelement oflearned bethrough brespond tomaturity.used for g
produce s
Subsequenexample,maturity leCrosby QAside froany but thin a plethooriented aWe live inour instituwill be ablwithout diorganizati
Complexapproachfocus on iscore issuesMaturity ibefore the
14Paulk, emature softherefore
15Specific
16Specific
ssociates, Inc
plicit or impliganization viproving theirental models.
s us directly toodel workingchoice. Kno
havior in an isiness processinputs that reshus, a maturiiding and im
ecific, tangib
t process metleppe & War
vels (Paulk, eMG stepped
the criticismlargest of org
ra of hopeful proach.
a dynamic tecions. There ise to maintain tcomfort. Whnal maturity,
aturity modelrepresent a si
sues that affec.
a reflective pwindow of op
al (1993, p.tware processot useful as a
ally: No Speci
ally: Initial, R
. 2011
cit, tacit or wiws the worldmental modelThis process
how a maturitdefinition. Liing is not the
dividual. Witeswhat busiult in some soty model can broving future
le output(s).14odologies havers (2010) s
al, 1993, p. Aapproach.
that many of tanizations, theCash Cows
hnical, politicnothing in thhe same staticle organizatio
organizational
sparticularlgnificant risk tt their core abi
ocess requirinortunity for a
-11) defines. In addition t
generic worki
fication, Textu
peatable, Defi
ely recognizend takes actio; making thosllows organiz
y model diffee individual
same as actin
in the organiness analysts rt of tangible oe defined as, trganizational
e adopted CMx Modeling-11). 16 Both
e maturity mmost distressihose authors
l, cultural, anmaturity modmaturity levelal process im
maturity cann
complex mato the vast majlity to remain
g time. In ouction has pass
aturity level ao being obviog definition.
al Specificatio
ned, Managed
11
d, but they han. Organizatie mental modational learnin
s from organiaturity, organ. Taking conation, learnedefer to as ASutputby whhe formal doc
action in resp
MI as the basiaturity Levelsirror the esse
dels are too cng aspect of tappear eager t
economic enel approach, p
once attainerovement do
ot be obtained
urity models bority of businein business.
present circud us by?
s, A well-desly software-
n, Text With
, and Optimizi
Process
e the capacitynal learning ils explicit is cg to be indepe
ational memoizational matuidered actionbehavior man-IS processesich organizatimentation of
onse to some
c maturity mo(MMLs) 15isntial Nolan s
mplex for a fe maturity moemulate SEI
ironment. Cer se, that guadindefinitels appear to bethrough a coo
ased upon thesses because issuring the q
stance, wher
ined evolutionriented, this
odels, Mode
ng.
Improveme
to affect thedependent on
rucial to develdent of any s
ry, and conseqrity depends uased upon ac
ifests itself thri.e., how orns make evidprocess met
pecific class o
el template avery similar tages for grow
vorable returdel approach is marketing s
anges surrounantees that any, or without fstrongly connkbook, cookie
CMMI templmay constraiality of ones
shall we find
ary plateau toefinition seem
s With Text, a
t on a Shoe
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ay an individindividualsoping new, shecific individ
uently leads uon the critica
ive learningisoughprocess.anizations actnt their instituodology expr
input(s) that
d starting poithe five CMth model and
-on-investmes that it has reccess of its gu
d us, and withgiven organi
urther challenected tocutter approa
te and markettheir ability t
data is one of
the time to re
ard achievins to be circula
nd Precise Mo
tring
2011
al or
redal.
s to al
It isuallytionalssly
will
t. For
the
t forsultedru-
uszationes, or
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lect
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5. THEAs previo
only confuconstraintsAn Authoror source/
sti(
Working
pIdTuefsNni
In responsgovernmeWhen cothe right tr
Accordingrepeatabilias a baselidefine theADS Mat
The feedbwhich the
17Private
ssociates, Inc
PONZIO A
sly noted, mu
sing, time-con.
itative Data Sroduct to publ
n authoritatiurcesDevele as well as
nited States'
ith his custo
rganizations
oduct, some uorder to prodpendent upon
he data provide of their dataough situatior the provideuitability for i
either the cont in their missdustry. My i
ere to be an e
e, Ponzio devet or commerc
pared to otherack.
to Ponzio, Cty of results.e how to staas repeatabl
rity Model] s
ck within theSMEs and con
mail from Fra
. 2011
S MATUR
tiple data sour
suming, and e
urce is a recoish reliable an
e data sourceoping a registrhe costs assocrmy Data Tr
er, the United
and individual
sing out of pouce their ownthe providers'
ers were not f; the consumens were probas. The attitudetended use
umer nor theion set), althotent was to p
abler for NC
loped a maturial organizatiomaturity mod
MMI was stillecause of theter kit processresults. Thisccessfully in
process is impsumers partici
nk Ponzio dat
ITY MODE
ces containing
pensive to m
nized or officd accurate dat
ay be the fuy that identifiiated with mainsformation
States Army,
data provider
ket funds) weork products
data.
lly aware of ts lacked any i
bly achievedwas: If it's nas individuall
roviders wantgh in some csition it for a
S to become a
ty model framthat relies onls, Ponzios i
focusing on sssumed cott
would be helurned out to bission critical
ortant overall.ate before rel
d , May 17, 2
12
potentially in
intain, they c
ial data produfor subseque
ctional combis the single trntaining and vffice).
Frank Ponzio
(some using
re considered, those consu
eir consumern sight to thegood enougt broken don'achieved.
ed to use the tses it was impcall to action t
reality.17
ework, a stanexternal sourelegant in its
ftware develoge industry s
pful and woule true, and wemilitary appli
We actually aease of data.
11.
Process
accurate and o
n also directl
tion source wt use by custo
ation of multisted or aut
erifying the ac
discovered th
ission funds,
y consumersers had establ
population anroviders' proc for consumefix it. A wo
erm authoritalied. This isat had to bec
dard data quale data forto
bevity and si
pment; it wasarting point, Ilead to repea
have used ancations.
dded, in some
Improveme
utdated copies
lead to a host
ith a designatemers.
ple, separatehoritative curacy of mul
t:
some as a deri
of their data toshed processe
were not priesses. The resrs and therefoking level ver
ive for a varihy I termed thme an enterpr
ity improvemothers (Ponzplicitya sur
focusing on acfelt that the frtable results ware continuin
cases, a data r
t on a Shoe
Ma
of data, are n
of COQ issue
d mission stat
ataata source wiliple sources
vative work
be a data sous that were
y to the intenlt was that ge good enougsion of trust
ety of reasonss a cottageise solution if
nt process forio, 2004, p.34e sign that he i
hievingmework part
ithout havingto use [the P
view board in
tring
2011
ot
s and
ment
l save
ce.
edodhand
(e.g.,
it
any).
s on
of thiso
onzio
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MCL &
Using the
We see on
1. T2.3.4.
While eacreal workmitigationAdjudicati
18Ponzio,
19Ponzio,
ssociates, Inc
amiliar stages
y four major
he receipt of a
n analysis of t
n adjudication
feedback me
of the four pf the maturity
is presentedon processes.
2003, p. 3.
2003, p. 4.
. 2011
of growth mo
rocess area:
dditions, chan
he submitted
of the produc
hanism to imp
ocess areas armodel is accoin terms of th
Fi
del, Ponzio ou
igure 1: Pon
es, or deletio
DS product d
data; and
rove the ADS
important, itmplished. Thnecessary act
ure 2: Ponzi
13
tlines a simple
zio ADS Fra
s to ADS pro
ata and its prio
input process
is within thefive levels o
ion on the ne
ADS Matur
Process
high-level fra
ework18
uct data or m
r version;
results in the f
DS Analysismaturityeainformation
ity Model19
Improveme
mework mode
tadata;
uture.
nd Adjudicatich described ieceived withi
t on a Shoe
Ma
l:
on Process thaterms of riskthe Analysis
tring
2011
t the
and
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Obviously,
processes,subsequenmultiple d
Ponzios simplementhave a datpolicy andneed to imgovernancThe ADS
methodolo
6. CONAccurate ablind chan
ssociates, Inc
depending up
what lies withpresentationta sources.
Fi
olution does nation of a comgovernance pdata governa
plement onee process for t
ramework an
gy for kick sta
CLUSION:
nd timely infoce, speculatio
. 2011
on the size of
in each of the(Ponzio, 2004,
gure 3: ADS
t require outsiplex matrix ofolicy in placece procedurescan simply imeir organizati
d Maturity Mo
rting any Con
rmation is eve, false premis
the organizati
four process bp. 348) on ho
ramework S
de appraisals,associated cocan simply ad. Those lackinplement incluon.
del represents
inuous Proces
ything. Withs, and undisc
14
n, as well as t
xes may diffethe ADS M
caled to addr
nor does it reponents. Oran Authorita
g a data govere Authoritati
a significant,
s Improvemen
ut it, we are avered risk.
Process
he number an
r, wildly. Ponturity Model
ss multiple d
uire extensiveanizations wi
tive Data Sournance policye Data Sourc
traightforwar
t effort.
ll adrift in a s
Improveme
complexity o
zio provides gay be scaled
ata sources
model traininshing to implece (ADS) sectibut perceivin(ADS) as par
, and relativel
a of possibiliti
t on a Shoe
Ma
f its business
uidance in ao accommoda
g, orent it who al
on to their exia critical busof that new
y low cost
es governed b
tring
2011
te
eadystinginess
y
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Despite thdevelopedtoo complof organizThe Ponzidespite thprovides uTime toolapproach tFrom myconsider
ssociates, Inc
e interest andover the past tx to providetions and busi
o Maturity M current trens with a modthatwhen j
o maturity mo
irst exposure,aking the Pon
. 2011
acknowledgewo decadesrealistic returnesses.
odel is presen of elitism al of minimalidiciously app
del constructio
it has quicklyzio Maturity
d need for Cas well as then on investme
ed as an elegd complexity
sm in designliedis apprn that all shou
become a keyodel an integ
15
ntinued Procelated tools dnt-to-risk ratio
ant solution tkeeping it
and implemenpriate for anld emulate.
component oal element of
Process
ss Improvemveloped to suacceptable to
a clear andimple is oftetation that sho organization
my professioour own prof
Improveme
nt, many ofport themaall but the lar
resent proble more efficieuld be an exaor business o
al tool kit. Iessional tool k
t on a Shoe
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he maturityre too expensigest and well
m. It remindnt and effectimple of the Jf any size. I
strongly urget, as well.
tring
2011
odelse andeeled
use. Itst-In- is an
you to
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7. BIBAbrams,
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