Innovation Operational Exellence Upload

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On 22nd Jan 2010, I made the presentation @ Chennai SPICON 2010. Innovation in Operational Excellence

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Innovation Operational Exellence Upload

  1. 1. crafting innovation together Innovation in Operational Excellence crafting innovation together Navneet Bhushan (navneet.bhushan@crafitti.com) Crafitti Consulting (www.crafitti.com) Chennai, January 22, 2010 Confidential
  2. 2. The first decade of 20th Century… crafting innovation together • In 1890, Average company in US had - FOUR employees (4) • By 1901, US Steel became world’s first 1 Billion $ company • Ford Motor Company, founded in 1903, was producing half a million crafting innovation together cars a by 1913 Confidential © Crafitti Consulting Private Ltd. February 16, 2010 2
  3. 3. The first decade of 21st Century… crafting innovation together crafting innovation together Confidential © Crafitti Consulting Private Ltd. February 16, 2010 3
  4. 4. More is Different – Scale is the New Frontier - I crafting innovation together Google’s Custom Built Server Farms Current estimates put Google's server farm at around 450,000 machines - and they're still custom built, commodity- class x86 PCs, just like they were in 1999 crafting innovation together We Are Building Bigger and Bigger Systems Confidential © Crafitti Consulting Private Ltd. February 16, 2010 4
  5. 5. More is Different – Scale is the New Frontier - II crafting innovation together The Internet Inter-disciplinary Capillary network collaborations crafting innovation together Complex system design diagram High School Friendships Systems are Evolving into Bigger Systems Confidential © Crafitti Consulting Private Ltd. February 16, 2010 5
  6. 6. More is Different – Scale is the New Frontier - III crafting innovation together “The ability to reduce everything to simple fundamental laws does not imply the ability to start from those laws and reconstruct the universe” Anderson, P.W., More is Different, Science, Vol. 177, No. 4047, Aug. 4, 1972, pp. 393-396. crafting innovation together Scale Changes Everything! Confidential © Crafitti Consulting Private Ltd. February 16, 2010 6
  7. 7. More is Different – Scale is the New Frontier - IV crafting innovation together “The older is not always a reliable model for the newer, the smaller for the larger, or the simpler for the more complex…Making something greater than any existing thing necessarily involves going beyond experience.” Henry Petroski, Pushing the Limits: New Adventures in Engineering crafting innovation together Scale is not a linear extrapolation! Confidential © Crafitti Consulting Private Ltd. February 16, 2010 7
  8. 8. Competitive Advantage- Over Ages crafting innovation together How Fast Co-Create How Fast Innovate How much Actionable Connectedness How much Knowledge crafting innovation together and Quickly Extent of can be How much Informed How much of can be In the Connected Age – Agricultural produced Co-Creators will thrive land and Natural Resources Confidential Time
  9. 9. Have You Seen Any Regular Geometrical Shapes in Nature? crafting innovation together crafting innovation together Confidential
  10. 10. crafting innovation together crafting innovation together Confidential
  11. 11. Nature crafting innovation together is Fractal! crafting innovation together Confidential
  12. 12. Black Swan – The impact of the highly improbable crafting innovation together • “I cannot accept a pretense of science. I much prefer a sophisticated craft, focused on tricks, to a failed science looking for certainties” Nassim Nicholas Taleb crafting innovation together Confidential
  13. 13. Innovation is not about Automation Alone! crafting innovation together crafting innovation together Confidential
  14. 14. Artful Making crafting innovation together crafting innovation together Confidential
  15. 15. Get it Right First Time! crafting innovation together crafting innovation together Confidential
  16. 16. crafting innovation together crafting innovation together Confidential
  17. 17. Failures/Mistakes/Errors crafting innovation together Burning your hand is a small price to pay for a good idea. PLEASE LET YOUR EMPLOYEES FAIL! crafting innovation together Confidential
  18. 18. 4 Qualities of Artful Making crafting innovation together Accept wide variations • Interactions within known among members of parameters the groups Release Play crafting innovation together Collaboration Ensemble • Conversation. • Work of a group • Released from Vanity, dedicated to inhibition, preconception collaboration • Treat others inputs as • Create a whole material to make with greater than • So that New Ideas sum of its parts emerge Confidential
  19. 19. Emergence can not be pre- conceived crafting innovation together crafting innovation together Re-conceiving everything in response to what team sees as newly possible with each passing movement of rehearsal, as a result of each new Confidential thing tried
  20. 20. Albert Einstein Says crafting innovation together crafting innovation together Sometimes one pays the most for the things one gets for nothing The whole of science is nothing more than the refinement of everyday THINKING Confidential
  21. 21. Artful Making - Again crafting innovation together crafting innovation together Confidential
  22. 22. Discovery Vs Making crafting innovation together “Discovery” suggests there is a right choice waiting to be found crafting innovation together Confidential
  23. 23. HOW TO THINK crafting innovation together When Einstein was asked what was most helpful to him in developing the theory of relativity, he crafting innovation together replied, “Figuring out how to think Confidential about the problem.”
  24. 24. What are the Assumptions? • Care about the Premises crafting innovation together more than the Theory crafting innovation together Oh My God Really! Confidential
  25. 25. crafting innovation together crafting innovation together Confidential
  26. 26. crafting innovation together • The brain is a complex adaptive system. • The brain is a social brain. • The search for meaning is innate. • The search for meaning occurs through patterning. • Emotions are critical to patterning. • Every brain simultaneously perceives and creates parts and wholes. • Learning involves both focused attention and peripheral attention. crafting innovation together • Learning always involves conscious and unconscious processes. • We have at least two ways of organizing memory. • Learning is developmental. • Complex learning is enhanced by challenge and inhibited by threat. • Every brain is uniquely organized http://www.brainconnection.com/topics/?main=fa/brain-based3 Confidential
  27. 27. 3 Conditions for Learning Low Threat and crafting innovation together High Challenge Relaxed Alertness Orchestrated Immersion Active Processing crafting innovation together Experiences processed as In Multiple, the basis of Complex, Meaning Authentic Experiences Confidential
  28. 28. 3 Conditions for Learning crafting innovation together • "Optimizing the use of the human brain means using the brain’s infinite capacity to make connections–and understanding what conditions maximize this process." • Three interactive and mutually supportive elements that should be present in order for complex learning to occur: – An optimal state of mind that we call relaxed alertness, consisting of low threat and high challenge. crafting innovation together – The orchestrated immersion of the learner in multiple, complex, authentic experience. – The regular, active processing of experience as the basis for making meaning. http://www.brainconnection.com/topics/?main=fa/brain- Confidential
  29. 29. • Chaotic Dumbness (High Threat, Low Challenge)v a t i o n crafting inno together – Comply with this or else… – Constant use of “Killer Phrases” to destroy new ideas • Automated Disjointedness (Delegation, Hands Off) – Follow the process, don’t worry about anything – Processes above people – Right processes Mandated will create results crafting innovation together – “Skill Set” based work assignment • Passive Analysis (Data Collection, Historical Data Analysis) – Give me all the data that has been accumulated – I will analyze and give you Insights – Quantify – if you cant quantify you don’t really know? – We will do a Quarterly Analysis to provide you results Confidential
  30. 30. Killer Phrases Are Not Used During Idea Generation* 1. "Yes, but. . . " 21. "The boss fwill g i n n ogoa for n t o g e t h e r c r a t i n never v t i o it." 2. "We tried that before." 22. "It's too far ahead of the times." 3. "That's irrelevant." 23. . . . laughter. . . 4. "We haven't got the manpower." 24. . . . suppressed laughter. . . 5. "Obviously, you misread my request." 25. . . . condescending grin. . . 6. "Don't rock the boat!" 26. . . . dirty looks. . . 7. "The boss (or competition) will eat you alive." 27. "Don't fight city hall!" 8. "Don't waste time thinking." 28. "I'm the one who gets paid to think." 9. "Great idea, but not for us." 29. "What will people say?" 10. "It'll never fly." 30. "Get a committee to look into that." 11. "Don't be ridiculous." 31. "If it ain't broke, don't fix it." crafting innovation together 12. "People don't want change." 32. "You have got to be kidding." 13. "It's not in the budget." 33. "No!" 14. "Put it in writing." 34. "We've always done it this way." 15. "It will be more trouble than it's worth." 35. "It's all right in theory. . . but. . ." 16. "It isn't your responsibility." 36. "Be practical!" 17. "That's not in your job description." 37. "Do you realize the paperwork it will create?" 18. "You can't teach an old dog new tricks." 38. "Because I said so." * Reference: “What A Great 39. "I'll get back to you." Idea” by Charles “Chick” 19. "Let's stick with what works."C Thompson, 1992, 20. "We've done all right so far." 40. . . . silence. . . HarperCollins Publishers Confidential Copyri
  31. 31. crafting innovation together From Chaotic Dumbness to Relaxed Alertness From Automated Disjointedness to Orchestrated Immersion crafting innovation together From Passive Analysis to Active Processing Confidential
  32. 32. The ORGANIZATIONAL SWEET SPOT – Frequently Heard Comments crafting innovation together • You Must. • Can you think of other options? • That’s not my Job. • Am I on the right track? • You have no choice. • Lets take another look at that deadline. • Have you forgotten the deadline? • Thanks for taking the initiative. • We need to talk. • How often should we meet? • It’s the bottom line that counts. • We’re in it together. • This is for your own good. • What’s your gut feeling on this? • Get off my back. • How can I help? crafting innovation together • I don’t care how you feel. • Is this mutually beneficial? • You had better pay attention to • How does this support our overall company policy. activities? • Don’t you understand? • Please take a real critical look at my • Is it time to go home yet? proposal. • How time flies. Controlled-Access Context Shared-Access Context Confidential © Crafitti Consulting Private Ltd. February 16, 2010 32
  33. 33. crafting innovation together LEAN INVENTIVE SYSTEMS THINKING (LIST) CLASSICAL THE LIST REDUCTIONISM crafting innovation together Learning, Discovery, Design, Analysis, Determinism, Evolutionary, Experimental, Dualism, Correspondence Integrative, Holistic, Non- theory of knowledge, linear, Natural Rationality, Artificial Confidential © Crafitti Consulting Private Ltd. February 16, 2010 33
  34. 34. LIST – INVENTIVE THINKING crafting innovation together HOW TO INVENT, UNDERSTAND and SOLVE PROBLEMS – How to Innovate TRIZ - Theory of crafting innovation together Inventive Problem Solving Confidential
  35. 35. A Brief History of TRIZ TRIZ – Inventive Problem Solving by Altshuller crafting innovation together • 1946 Patent Officer in Russian Navy Teoriya Resheniya Izobreatatelskikh Zadatch • Discovered patterns in patents, World’s best ideas published paper. A situation like mine World in this situation Sent to Gulag (Abstraction) Knowledge Access (Access) • 1954 released, Base analysed 2,500,000 Abstraction Specific patents My specific situation My specific solution • Identified what Evaluate crafting innovation together Me / my company makes a successful patent • 1956-1985 TRIZ formulated • Same Problems and Solutions appear again and again but in different industries • There are a series of recognizable Technological Evolution paths for all industries • Innovative solutions used theories outside their own area/industry • The most powerful solutions uncover and eliminate contradictions Confidential
  36. 36. Problem Solving crafting innovation together * Problem solving is like digging for treasure in a field * If a hole already exists, our inclination is to dig it deeper * The deeper the hole, the more difficult it is to see what’s happening in other parts of the field crafting innovation together * If someone else comes along, we encourage them to jump in the hole with us * The overall effect is called PSYCHOLOGICAL INERTIA Confidential
  37. 37. Questions that TRIZ asks you… crafting innovation together 1. What is my Ideal Final Result – How can I achieve the functionality without A spending any resources or cost B 2. How the problem/situation/system looks in time and space coordinates C 3. Am I using all the existing resources or potential resources to the fullest 4. What is the main useful function I need crafting innovation together Plain Forest Coal to deliver. What are various ways in which I can deliver the function 5. How others have solved the same Tree Seed Timber problem in the past DNA Fruit Pie Confidential
  38. 38. Innovation Crafting crafting innovation together Idea Generation Situation Assessment TRIZ Six Hats Idea Clustering – Solutions crafting innovation together Generation DSM AHP Solution Implementation Solution Evaluation Confidential
  39. 39. Convergence in Design…How Toyota does it… crafting innovation together How to converge from an initial set of conceptual ideas to one idea that will become the final Design? Early Convergence Strategy Toyota’s Slow Convergence - Point-Based CE – Set-Based CE Large Design Spaces – Design Critical Integration of Sets Chose Space n Analysis crafting innovation together Design Modificati “ELIMINATE on “DESIGN WEAKEST CHURNING” Confidential ALTERNATIVES”
  40. 40. crafting innovation together LEAN INVENTIVE SYSTEMS THINKING Case Studies crafting innovation together Confidential
  41. 41. Creating a Common crafting innovation together Operating Picture using Dependency Structure Matrix crafting innovation together (DSM) Confidential
  42. 42. Dependency Analysis – Design Structure Matrix (DSM) crafting innovation together • DSM – a methodology to sequence information flows DSM is a square binary matrix whose rows and columns represent the individual activities/tasks and element values represent the relationships between these activities. Relationship Parallel Series Coupled (Loop) A A Graphic A B Representation B crafting innovation together B (CPM) (CPM) (not allowed in CPM) A B A B A B DSM A A A X Representation B B X B X (indicates iteration) Confidential
  43. 43. crafting innovation together Top 3 Medical Devices Company crafting innovation together Confidential
  44. 44. Cardiac Rhythm Management crafting innovation together crafting innovation together Components Suppliers US Non US Leads 545 68 78% (53) 22% (15) PG ~2500 194 87% (169) 13% (25) Confidential
  45. 45. Enterprise Wide Initiative – To Strengthen, Streamline and make Processes more Robust crafting innovation together crafting innovation together Confidential
  46. 46. crafting innovation together Dependency Structure Workshop Key Participants • Design Engineer crafting innovation together • Supplier Engineer • Production Engineer Confidential
  47. 47. Understanding Process Complexity crafting innovation together crafting innovation together Dependency Structure Matrix Confidential
  48. 48. Understand Process Complexity crafting innovation together Rework Iterations Multiple Handoffs Ambiguities Uncertainty -possible chaos crafting innovation together Identifying Complexity Blocks Confidential Copyri
  49. 49. Organizational Complexity crafting innovation together crafting innovation together High Interactions between various departments – High Organizational Complexity Confidential Copyri
  50. 50. crafting innovation together 10 15 20 25 0 5 Confidential WindChill WinSPC MATT CATSWEB - Applications TWO (Tool ATHENA SMART Product/Desig Supplier Manufacturing Reliability Regulatory Medical Actors Quality Test Suppliers Test Process Dependencies Compliance Documentation Tool Operators Project R&D crafting innovation together Operations Regulatory Supplier Departments Model Shop Process Dependencies on Applications, Actors and Departments
  51. 51. crafting innovation together SYSTEM COMPLEXITY ESTIMATOR Applications in Software Architecture, Design & Project Planning 3rd International Conference on Quality Reliability crafting innovation together and Infocom Technologies, Delhi, 2-4 December 2006 Confidential
  52. 52. Software Design Guideline – Coupling & Cohesion crafting innovation together • A software system is the decomposition of conceptual construct into conceptually independent modules that cooperate to achieve a desired result. • Coupling refers to the degree of interdependence among the components of a software system. Good software system should obey the principle of Low coupling. Strong coupling makes the system more Complex. crafting innovation together • The cohesion of a module is defined as a quality attribute that seeks to measure the singleness of purpose of a module. Cohesion seeks to maximize the connections within a module. Confidential
  53. 53. System Complexity Estimator Ideal System with Minimumt iComplexityt o g e t h e r craf ng innovation A system with completely independent elements (modules) where each module performs a single function is the least complex– this is the Ideal Architecture for a system. If each of the activity performs a single function only and it does not depend on the other modules for its functioning except on itself then the complexity is minimum which is proportional to number of elements in the system. crafting innovation together Cohesion Dependency Measures (Coupling) A Measure of how much cohesive the Module Dependency on the System Index (MDSI) module is on its own – If it has less System Dependency on the Module Index (SDMI) cohesion it leads to more complexity Confidential
  54. 54. System Complexity Estimator – Dependency Measures Dependency Measures (Coupling) t i n g craf innovation together Module Dependency on the System Index (MDSI) System Dependency on the Module Index (SDMI) Simple Summation of row elements of a DSM can give a measure of MDSI; Simple summation of column elements of a DSM can give a measure of SDMI A B C D sum MDSI A 1 1 1 3 0.33 Indirect Dependencies are not B 1 1 2 0.22 taken care of in this measure crafting innovation together A depends on B and B depends on C 1 1 2 0.22 D hence A depends on D D 1 1 2 0.22 sum 2 2 3 2 9 MDSI 0.33 SDMI 0.22 0.22 0.33 0.22 0.25 0.21 To take care of indirect dependencies 0.21 Normalized eigen vector SDMI 0.21 0.21 0.33 0.25 corresponding to Principal eigen Confidential value is proposed
  55. 55. System Complexity Estimator (SCE) • Enables the Designer/Project Managerc rtot iIdentifyi okeyg eareas in the af ng innovat n to ther system being designed that contribute more to the complexity • Fundamental Shift in the way software systems are designed and software projects are planned. Input • Coupling between modules • A measure of lack of cohesion in each module Output crafting innovation together • Estimates total complexity of the system • Estimates how much each module contributes to the complexity Design Fundamental: Maximize Cohesion Minimize Coupling “Robust Inventive Software Design” presented at the 7th International DSM Conference in Seattle, Wa, Oct 4-6, 2005 Confidential
  56. 56. Application of System Complexity Estimator crafting innovation together crafting innovation together  Team became fully aware of inter- • Identify dependencies through group brain storming dependencies and hand-offs • Determine complexities using System Complexity Estimator  Understood meaningful delivery blocks Confidential
  57. 57. crafting innovation together Ideality, TRIZ and Software Design crafting innovation together Case Study: Software Product Confidential 57 ©
  58. 58. Software System Evolves! crafting innovation together  Functionality of Software System (Requirements)  Requirements constructed into structure  Deployment and Usage creates new requirements (new functionality)  Software system changes structure through – Addition of new structural elements (e.g. new functionality) crafting innovation together – Changes (e.g. bug-fixing) in the existing system  Evolutionary nature of software systems keeps on increasing system complexity Confidential
  59. 59. Software System Evolution – Complexity Increases crafting innovation together The Final Softwa Comple re xity System crafting innovation together New – Functionality Highly Major Design – Redesign Compl Change and New ex Initial Software patch Design Time Confidential
  60. 60. TRIZ - IDEALITY crafting innovation together • IDEALITY = Sum of All Useful Functions/ Sum of All Harmful Functions Focus on Function/Functionality Proposition: Design is about structure – The ideal system structure should be included in the definition crafting innovation together of Ideality. Achieved by Ideal Structure Ideal Structure = Least Complex Structure Confidential
  61. 61. TRIZ – IDEALITY for Software Systems crafting innovation together Achieved by the Least Complex Software Structure How to define the Least Complex Software System? crafting innovation together A note: Complexity is not the function delivered by a system but it is the attribute of the system Confidential
  62. 62. Software Complexity Measures (Existing Measures…) crafting innovation together  Modularization Criteria – Coupling & Cohesion  McCabe Complexity and Size of the Software  Software Entropy (Bhushan N and Kaushik K, 2002)  SEI’s Maintainability Index (www.sei.cmu.edu)  Limited Work on Structural Complexity of the system crafting innovation together Confidential
  63. 63. System Complexity Estimator (SCE) crafting innovation together • Software Complexity Measures and approach for managing complexity • System Complexity – Concepts of Coupling and Cohesion • Social Network Analysis – A Framework for Software Design • System Complexity Estimator (SCE) – Quantitative measure of complexity crafting innovation together Ref: Bhushan N,, SYSTEM COMPLEXITY ESTIMATOR - Applications in Software Architecture, Design & Project Planning, 3rd International Conference on Quality Reliability and Infocom Technologies, India, 2-4 December 2006 Confidential
  64. 64. Software Design Guideline – Coupling & Cohesion crafting innovation together • A software system is the decomposition of conceptual construct into M M conceptually independent modules that cooperate to achieve a desired result. 1 2 M 3 • Coupling: the degree of interdependence among the components of a software system. M Good software system should obey the 4 crafting innovation together principle of Low coupling. • Cohesion of a module is defined as a quality attribute that seeks to measure the singleness M4 of purpose of a module. Cohesion seeks to m41 m42 maximize the connections within a module. Cohesi m43 m44 on m45 Confidential
  65. 65. Problem: crafting innovation together • How to measure Coupling and Cohesion of Software Systems as a single metric? • A metric from Social Network Analysis… crafting innovation together Solution: A Software System is like a Social Network Confidential
  66. 66. Social Networks Analysisr a f t i n g i n n o v a t i o n t o g e t h e r c • A primary use of graph theory in social network analysis is to identify the “important” actors. Centrality and prestige concepts seek to quantify graph theoretic ideas about an individual actor’s prominence within a network by summarizing structural relations among the g nodes. • An actor’s prominence reflects its greater visibility to the other network actors (an audience). A prominent location takes account of sociometric choices made and choices received, as well as indirect ties. The two prominence classes discussed in this literature are – Centrality: Actor has high involvement in many relations, regardless of crafting innovation together send/receive directionality (volume of activity) – Prestige: Actor is recipient of many directed ties, but initiates few relations (popularity > extensivity) Bonacich, P.B., Power and Centrality: A Family of Measures, American Journal of Sociology 92, 1170-1182, 1987 Confidential
  67. 67. Eigenvector-like Measures of Centrality for Asymmetric Relations crafting innovation together • The eigenvector captures a certain aspect of centrality or status that is not captured by other measures. The eigenvector is an appropriate measure when one believes that actors' status is determined by those with whom they are in contact. This conception of importance or centrality makes crafting innovation together sense in a variety of circumstances. Social status rubs off on one's associates. Receiving information from knowledgeable sources adds more to one's own knowledge. A Software System is like a Social Network Confidential
  68. 68. Existing Design (Capturing Couplinga fandi nCohesion tinputs) cr ting novation toge her crafting innovation together Confidential
  69. 69. Existing Design – System Complexity Map crafting innovation together Existing Design IDEAL SYSTEM – Scramble COMPLEXITY = Create New Rule 16.00 Name Shuffle Preview Masking 12.00 Address Shuffle Number of Functions Profile Management 8.00 Generic Shuffle Delivered = 54 with Installer 4.00 Blank Out Cohesion closer to 0.00 1.0 COHESION LOW Scheduler Replacement crafting innovation together Masking SSN Generator Preload Script Luhn Generator Pattern Generator Sequence Number Generator Random Number Generator Confidential
  70. 70. TEAM BRAINSTORMED TO COME UP WITH THREE ALTERNATIVE DESIGNS crafting innovation together – with a Trigger to increase module Cohesion Design Option1 Design Option 2 Scramble Custom Rule Manager 20.00 Name Shuffle Scramble 18.00 Execute Preload Script 20.00 Name Shuffle DB Masker Address Shuffle 16.00 Authenticate Db Credentials 18.00 Address Shuffle 14.00 16.00 Profile Manager Generic Shuffle Log file generation 14.00 Generic Shuffle 12.00 12.00 10.00 Preview Ethnicity Shuffle 10.00 8.00 Update Transaction Table Ethnicity Shuffle 8.00 6.00 6.00 4.00 4.00 Scheduler Selective Name Shuffle Load Staging Table Selective Name Shuffle 2.00 2.00 0.00 0.00 uthenticator (Authenticate,Pre-Load & crafting innovation together Look Up Names Shuffle Common_Functions Look Up Names Shuffle compile) Pattern Generator Look Up Address Shuffle Pattern Generator Look Up Address Shuffle Random Number Generator Data Encryption/Decryption Random Number Generator Data Encryption/Decryption Sequence Number Generator Blank Out Sequence Number Generator Blank Out Luhn Generator Replacement Luhn Generator Replacement SSN Generator SSN Generator Note: The Psychological Inertia of the existing design continued – structurally similar to existing design Confidential
  71. 71. TEAM BRAINSTORMED TO COME UP WITH THREE ALTERNATIVE DESIGNS crafting innovation together (Contd…) Design Option 3 Scramble 12.00 Name ShuffleShuffle Address Generic Shuffle Modify Rule 10.00 Ethnicity Shuffle Create New Rule Selective Name Shuffle Monitor Mask Status 8.00 Look Up Names Shuffle Load Profile 6.00 Look Up Address Shuffle Start Masking 4.00 Data Encryption/Decryption Preview Masking Blank Out 2.00 Save Profile Replacement 0.00 crafting innovation together Generate Mask Information SSN Generator Search Mask Fields / Master Tables / Limit Luhn Generator Tables Get All Mask Field List Sequence Number Generator New Profile Random Number Generator Restart Masking Pattern Generator Preview Profile Common_Functions Re-Schedule Masking Load Staging Table Stop Scheduled Masking Update Transaction Table Schedule Masking Get Restart / Scheduled Job Status Log file generation Authenticate Db Credentials Execute Preload Script Note: A shift in the thinking achieved through a focus on maximizing cohesion Confidential
  72. 72. System Complexity Analysis of Alternatives with the existing Design Existing Design crafting innovation together Scramble Create New Rule 16.00 Name Shuffle Preview Masking 12.00 Address Shuffle Profile Management 8.00 Generic Shuffle 4.00 Installer Blank Out 0.00 Scheduler Replacement # of Size (# of Avg Functions/ Masking Preload Script SSN Generator Luhn Generator Pattern Generator Sequence Number Generator Design functions Modules) Module Complexity Random Number Generator Existing Design Option1 Scramble Custom Rule Manager 20.00 Name Shuffle Design 54 18 3 88.7 18.00 DB Masker Address Shuffle 16.00 Profile Manager 14.00 Generic Shuffle 12.00 10.00 Preview Ethnicity Shuffle 8.00 6.00 Design Scheduler DB Authenticator (Authenticate,Pre-Load & compile) 4.00 2.00 0.00 Selective Name Shuffle Look Up Names Shuffle Option 1 66 22 3 102.3 Pattern Generator Random Number Generator Look Up Address Shuffle Data Encryption/Decryption crafting innovation together Sequence Number Generator Blank Out Design Luhn Generator SSN Generator Design Option 2 Replacement Option 2 51 39 1.3 174 Authenticate Db Credentials Log file generation Scramble Execute Preload Script 20.00 18.00 16.00 14.00 Name Shuffle Address Shuffle Generic Shuffle 12.00 Design 10.00 Update Transaction Table Ethnicity Shuffle 8.00 6.00 4.00 Load Staging Table Selective Name Shuffle 2.00 0.00 Option 3 51 42 1.2 154.6 Common_Functions Look Up Names Shuffle Pattern Generator Look Up Address Shuffle Random Number Generator Data Encryption/Decryption Sequence Number Generator Blank Out Luhn Generator Replacement SSN Generator Design Option 3 Scramble 12.00 Name ShuffleShuffle Address Generic Shuffle Modify Rule 10.00 Ethnicity Shuffle Create New Rule Selective Name Shuffle Monitor Mask Status 8.00 Look Up Names Shuffle Load Profile 6.00 Look Up Address Shuffle Start Masking 4.00 Data Encryption/Decryption Preview Masking Blank Out 2.00 Save Profile Replacement 0.00 Generate Mask Information SSN Generator Note: Cohesion Reduced but Complexity Increased Search Mask Fields / Master Tables / Limit Tables Get All Mask Field List New Profile Restart Masking Luhn Generator Sequence Number Generator Random Number Generator Pattern Generator Preview Profile Common_Functions due to increased coupling Re-Schedule Masking Load Staging Table Stop Scheduled Masking Update Transaction Table Get Restart / Schedule Masking Scheduled Job Status Log file generation Authenticate Db Credentials Confidential Execute Preload Script
  73. 73. Team Once Again Brainstormed … to Balance Cohesion and Coupling crafting innovation together • The team brainstormed further to look at ways and means of reducing the coupling. The team hit upon the idea of a Router – A New Module, which was suggested earlier during the discussions but somehow was not pursued crafting innovation together Final Evolved Design Blank Out Modify Rule 8.00 Replacement Create New Rule Scramble Monitor Mask Status Generic Shuffle Load Profile 6.00 SSN Generator Start Masking Luhn Generator Preview Masking 4.00 Sequence Number Generator Save Profile Random Number Generator 2.00 Generate Mask Information Pattern Generator Search Mask Fields / Master Tables / Limit 0.00 Single Field Router Tables Get All Mask Field List Ethnicity Shuffle New Profile Data Encryption/Decryption Restart Masking Name Shuffle Preview Profile Address Shuffle Re-Schedule Masking Selective Name Shuffle Stop Scheduled Masking Look Up Names Shuffle Schedule Masking Look Up Address Shuffle Get Restart / Scheduled Job Status Authenticate Db Credentials Execute Preload Script Confidential
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