Innovation Operational Exellence Upload

crafting innovation together

Innovation in Operational Excellence

Navneet Bhushan
(navneet.bhushan@crafitti.com)
Crafitti Consulting (www.crafitti.com)

Chennai, January 22, 2010

Confidential

The first decade of 20th Century…

• 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

cars a by 1913

Confidential © Crafitti Consulting Private Ltd. February 16, 2010 2

The first decade of 21st Century…


More is Different – Scale is the New Frontier - I

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

We Are Building Bigger
and Bigger Systems

More is Different – Scale is the New Frontier - II

The Internet Inter-disciplinary Capillary network
collaborations

Complex system design
diagram
High School
Friendships

Systems are Evolving into Bigger Systems

More is Different – Scale is the New Frontier - III

“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.

Scale Changes Everything!

More is Different – Scale is the New Frontier - IV

“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

Scale is not a linear extrapolation!

Competitive Advantage- Over Ages

How Fast
Co-Create
How Fast
Innovate
How much
Actionable
Connectedness

How much Knowledge

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

Have You Seen Any Regular
Geometrical Shapes in Nature?

Confidential


Confidential

Nature

is
Fractal!

Confidential

Black Swan – The impact of
the highly improbable

• “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

Confidential

Innovation is not about
Automation Alone!

Confidential

Artful Making

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Get it Right First Time!

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Failures/Mistakes/Errors
Burning your hand is a small
price to pay for a good
idea.

PLEASE LET YOUR
EMPLOYEES FAIL!

Confidential

4 Qualities of Artful Making

Accept wide
variations • Interactions
within known among
members of
parameters
the groups

Release Play

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

Emergence can not be pre-
conceived 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
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thing tried

Albert Einstein Says

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

Artful Making - Again

Confidential

Discovery Vs Making

“Discovery” suggests there is a
right choice waiting to be found

Confidential

HOW TO THINK

When Einstein was
asked what was most
helpful to him in
developing the theory
of relativity, he

replied,
“Figuring out how to think
Confidential
about the problem.”

What are the Assumptions?
• Care about the Premises

more than the Theory

Oh My
God
Really!

Confidential


• 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.

• 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

3 Conditions for Learning
Low Threat and

High Challenge
Relaxed Alertness

Orchestrated
Immersion Active Processing

Experiences
processed as
In Multiple, the basis of
Complex, Meaning
Authentic
Experiences
Confidential

3 Conditions for Learning

• "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.

– 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

• 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

– “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

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."

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


From Chaotic Dumbness to Relaxed Alertness

From Automated Disjointedness to Orchestrated Immersion

From Passive Analysis to Active Processing

Confidential

The ORGANIZATIONAL SWEET SPOT –
Frequently Heard Comments
• 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?

• 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


LEAN INVENTIVE SYSTEMS
THINKING (LIST)

CLASSICAL THE LIST
REDUCTIONISM

Learning, Discovery, Design,
Analysis, Determinism, Evolutionary, Experimental,
Dualism, Correspondence Integrative, Holistic, Non-
theory of knowledge, linear, Natural
Rationality, Artificial


LIST – INVENTIVE THINKING

HOW TO INVENT, UNDERSTAND and
SOLVE PROBLEMS – How to Innovate

TRIZ - Theory of

Inventive Problem Solving

Confidential

A Brief History of TRIZ

TRIZ – Inventive Problem Solving by Altshuller

• 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

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

Problem Solving

* 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

* If someone else comes along,
we encourage them to jump in
the hole with us

* The overall effect is called
PSYCHOLOGICAL INERTIA
Confidential

Questions that TRIZ asks you…

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

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

Innovation Crafting

Idea
Generation

Situation
Assessment TRIZ Six Hats
Idea Clustering –
Solutions

Generation
DSM AHP
Solution
Implementation
Solution
Evaluation
Confidential

Convergence in Design…How Toyota does it…

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

Design

Modificati “ELIMINATE
on “DESIGN
WEAKEST
CHURNING”
Confidential
ALTERNATIVES”


LEAN INVENTIVE SYSTEMS THINKING
Case Studies

Confidential

Creating a Common

Operating Picture
using Dependency
Structure Matrix

(DSM)
Confidential

Dependency Analysis – Design Structure Matrix (DSM)


• 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

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


Top 3 Medical Devices Company

Confidential

Cardiac Rhythm Management

Components Suppliers US Non US

Leads 545 68 78% (53) 22% (15)

PG ~2500 194 87% (169) 13% (25)
Confidential

Enterprise Wide Initiative – To Strengthen,
Streamline and make Processes more Robust

Confidential


Dependency Structure Workshop

Key Participants

• Design Engineer

• Supplier Engineer
• Production Engineer

Confidential

Understanding Process Complexity

Dependency Structure Matrix
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Understand Process Complexity

Rework
Iterations
Multiple Handoffs
Ambiguities
Uncertainty
-possible chaos

Identifying Complexity Blocks
Confidential Copyri

Organizational Complexity

High Interactions between various departments
– High Organizational Complexity
Confidential Copyri


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

Operations
Regulatory
Supplier
Departments

Model Shop
Process Dependencies on Applications, Actors and Departments


SYSTEM COMPLEXITY ESTIMATOR
Applications in Software Architecture,
Design & Project Planning

3rd International Conference on Quality Reliability

and Infocom Technologies, Delhi, 2-4 December
2006

Confidential

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.

• 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

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.

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

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

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

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

• 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

Application of System Complexity Estimator

 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

Software System Evolves!

 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)

– Changes (e.g. bug-fixing) in the existing system
 Evolutionary nature of software systems keeps on increasing
system complexity

Confidential

Software System Evolution – Complexity Increases

The
Final
Softwa
Comple

re
xity

System

New –
Functionality Highly
Major Design – Redesign Compl
Change and New ex
Initial Software patch
Design
Time
Confidential

TRIZ - IDEALITY

• 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

of Ideality.

Achieved by Ideal Structure

Ideal Structure = Least Complex Structure
Confidential

TRIZ – IDEALITY for Software Systems

Achieved by the Least Complex Software Structure

How to define the Least Complex Software
System?

A note: Complexity is not the function delivered by a
system but it is the attribute of the system

Confidential

Software Complexity Measures (Existing Measures…)

 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

Confidential

System Complexity Estimator (SCE)

• 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

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

Software Design Guideline – Coupling &
Cohesion

• 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

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

Problem:

• How to measure Coupling and Cohesion of Software Systems as a single
metric?

• A metric from Social Network Analysis…

Solution:

A Software System is like a Social Network

Confidential

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

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

Eigenvector-like Measures of Centrality for
Asymmetric Relations

• 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

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

Existing Design (Capturing Couplinga fandi nCohesion tinputs)
cr ting novation toge her

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Existing Design – System Complexity Map

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

Masking SSN Generator

Preload Script Luhn Generator
Pattern Generator Sequence Number Generator
Random Number Generator

Confidential

TEAM BRAINSTORMED TO COME UP WITH THREE ALTERNATIVE DESIGNS
– 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 &

Look Up Names Shuffle Common_Functions Look Up Names Shuffle
compile)

Pattern Generator Look Up Address Shuffle

Random Number Generator Data Encryption/Decryption
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

TEAM BRAINSTORMED TO COME UP WITH THREE ALTERNATIVE DESIGNS
(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

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

System Complexity Analysis of Alternatives with
the existing Design Existing Design
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

Look Up Address Shuffle

Data Encryption/Decryption


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



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
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

Team Once Again Brainstormed … to Balance
Cohesion and Coupling

• 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

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

Innovation Operational Exellence Upload

Innovation Operational Exellence Upload

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