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Porter  P. C. Lin
Outline ,[object Object],[object Object],[object Object],[object Object],[object Object]
Expertise  & Major  Achievements page
Expertise: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Major Achievements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
P-P-P  Personality  Proactive Perseverance Passionate Integrator
P - S - P   Challenges
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Challenges  -  Internal & External
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Challenges  -  Internal & External
Executing   Action Plan &  Strategy
Executing Action Plan & Strategy : ,[object Object],[object Object],[object Object],[object Object],[object Object]
-  ,[object Object],[object Object],[object Object],[object Object],STAR   S teering  T eam by  A ctions  R einforcing People  Management Cost Management Operation Management Report Customer Relationship Execution
-  -  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STAR   S teering  T eam by  A ctions  R einforcing People  Management Cost Management Operation Management Report Customer Relationship Execution
-  STAR   S teering  T eam by  A ctions  R einforcing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],People  Management Cost Management Operation Management Report Customer Relationship Execution
STAR   S teering  T eam by  A ctions  R einforcing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],People  Management Cost Management Operation Management Report Customer Relationship Execution
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STAR   S teering  T eam by  A ctions  R einforcing People  Management Cost Management Operation Management Report Customer Relationship Execution
Cost  Management Effective  Executions People  Management Customer  Relationship Operation  Management Balancing Balancing Balancing Balancing
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],STAR   S teering  T eam by  A ctions  R einforcing   Cost  Management Safety Security  Regulatory  Compliance  People  Management Operation  Management Cost  Management Effective  Executions People  Management Customer  Relationship Operation  Management Balancing Balancing Balancing Balancing
Leadership Strategy  Double  E  :  E xecution &  E ngagement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leadership Strategy  B - A - C  &  U-A-C ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Expecting Contributions
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Expecting Contribution :
Vision  : L - E - D Leveraging ,  Engaging , &  Delivering Synergy Engagement Competence Organization capability Front Line Managers Team’s Value Resources: Revised from HRM Lecture  IMBA NCCU SH Lee 2005 Synergy  Generating Driving the Force Competitiveness & Value L everaging the  Professional E ngaging  the  People D elivering the  Value
Those Robust Bricks Build Up  “ Great Wall ” Customer  Relationship STAR   S teering  T eam by  A ctions  R einforcing B-A-C Execution U-A-C   Integrator Engagement Vision   L - E - D
page  The  Porter  Promise ,[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],What is Data Mining?
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Evolution of Data Analysis
Results of Data Mining Include: ,[object Object],[object Object],[object Object],[object Object],[object Object]
Data mining is  not ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Data Mining Is ,[object Object],[object Object],[object Object],[object Object],[object Object]
Data Mining versus OLAP ,[object Object],[object Object]
Data Mining Versus Statistical Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Examples of What People are Doing with Data Mining: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How Can We Do Data Mining? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Why Should There be a Standard Process? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The data mining process must be reliable and repeatable by people with little data mining background.
Process Standardization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
CRISP-DM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The  CRISP-DM  Process Model
Why CRISP-DM? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Phases and Tasks Business Understanding Data Understanding Evaluation Data Preparation Modeling Determine  Business Objectives Background Business Objectives Business Success  Criteria Situation Assessment Inventory of Resources Requirements, Assumptions, and Constraints Risks and Contingencies Terminology Costs and Benefits Determine  Data Mining Goal Data Mining Goals Data Mining Success  Criteria Produce Project Plan Project Plan Initial Asessment of    Tools and Techniques Collect Initial Data Initial Data Collection  Report Describe Data Data Description Report Explore Data Data Exploration Report  Verify Data Quality  Data Quality Report Data Set Data Set Description Select Data  Rationale for Inclusion /  Exclusion Clean Data  Data Cleaning Report Construct Data Derived Attributes Generated Records Integrate Data Merged Data Format Data Reformatted Data Select Modeling Technique Modeling Technique Modeling Assumptions Generate Test Design Test Design Build Model Parameter Settings Models Model Description Assess Model Model Assessment Revised Parameter    Settings Evaluate Results Assessment of Data  Mining Results w.r.t.  Business Success  Criteria Approved Models Review Process Review of Process Determine Next Steps List of Possible Actions Decision Plan Deployment Deployment Plan Plan Monitoring and  Maintenance Monitoring and    Maintenance Plan Produce Final Report Final Report Final Presentation Review Project Experience  Documentation Deployment
Phases in the DM Process: CRISP-DM
Phases in the DM Process (1 & 2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Phases in the DM Process (3) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Phases in the DM Process (4) ,[object Object],[object Object],[object Object],[object Object]
Types of Models ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Neural Network Output Hidden layer Input layer
Neural Networks ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Rule Induction ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Rule Induction ,[object Object],[object Object],[object Object],[object Object],[object Object]
Apriori  ,[object Object],[object Object],[object Object],[object Object]
Kohonen Network ,[object Object],[object Object],[object Object]
Phases in the DM Process (5) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Phases in the DM Process (6) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Specific Data Mining Applications:
What data mining has done for...  Scheduled its workforce  to provide faster, more accurate answers to questions. The US Internal Revenue Service  needed to improve customer service and...
What data mining has done for...  analyzed suspects’ cell phone usage to focus investigations. The US Drug Enforcement Agency needed to be more effective in their drug “busts” and
What data mining has done for...  Reduced direct mail costs by 30% while garnering 95% of the campaign’s revenue. HSBC need to cross-sell more  effectively by identifying profiles  that would be interested in higher yielding investments and...
Final Comments ,[object Object],[object Object]
Questions?
Ignatius Hospital

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Porter introduction-a

  • 1. Porter P. C. Lin
  • 2.
  • 3. Expertise & Major Achievements page
  • 4.
  • 5.
  • 6. P-P-P Personality Proactive Perseverance Passionate Integrator
  • 7. P - S - P Challenges
  • 8.
  • 9.
  • 10. Executing Action Plan & Strategy
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17. Cost Management Effective Executions People Management Customer Relationship Operation Management Balancing Balancing Balancing Balancing
  • 18.
  • 19.
  • 20.
  • 22.
  • 23. Vision : L - E - D Leveraging , Engaging , & Delivering Synergy Engagement Competence Organization capability Front Line Managers Team’s Value Resources: Revised from HRM Lecture IMBA NCCU SH Lee 2005 Synergy Generating Driving the Force Competitiveness & Value L everaging the Professional E ngaging the People D elivering the Value
  • 24. Those Robust Bricks Build Up “ Great Wall ” Customer Relationship STAR S teering T eam by A ctions R einforcing B-A-C Execution U-A-C Integrator Engagement Vision L - E - D
  • 25.
  • 26.
  • 27.
  • 28. The Evolution of Data Analysis
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38.
  • 39. The CRISP-DM Process Model
  • 40.
  • 41. Phases and Tasks Business Understanding Data Understanding Evaluation Data Preparation Modeling Determine Business Objectives Background Business Objectives Business Success Criteria Situation Assessment Inventory of Resources Requirements, Assumptions, and Constraints Risks and Contingencies Terminology Costs and Benefits Determine Data Mining Goal Data Mining Goals Data Mining Success Criteria Produce Project Plan Project Plan Initial Asessment of Tools and Techniques Collect Initial Data Initial Data Collection Report Describe Data Data Description Report Explore Data Data Exploration Report Verify Data Quality Data Quality Report Data Set Data Set Description Select Data Rationale for Inclusion / Exclusion Clean Data Data Cleaning Report Construct Data Derived Attributes Generated Records Integrate Data Merged Data Format Data Reformatted Data Select Modeling Technique Modeling Technique Modeling Assumptions Generate Test Design Test Design Build Model Parameter Settings Models Model Description Assess Model Model Assessment Revised Parameter Settings Evaluate Results Assessment of Data Mining Results w.r.t. Business Success Criteria Approved Models Review Process Review of Process Determine Next Steps List of Possible Actions Decision Plan Deployment Deployment Plan Plan Monitoring and Maintenance Monitoring and Maintenance Plan Produce Final Report Final Report Final Presentation Review Project Experience Documentation Deployment
  • 42. Phases in the DM Process: CRISP-DM
  • 43.
  • 44.
  • 45.
  • 46.
  • 47. Neural Network Output Hidden layer Input layer
  • 48.
  • 49.
  • 50.
  • 51.
  • 52.
  • 53.
  • 54.
  • 55. Specific Data Mining Applications:
  • 56. What data mining has done for... Scheduled its workforce to provide faster, more accurate answers to questions. The US Internal Revenue Service needed to improve customer service and...
  • 57. What data mining has done for... analyzed suspects’ cell phone usage to focus investigations. The US Drug Enforcement Agency needed to be more effective in their drug “busts” and
  • 58. What data mining has done for... Reduced direct mail costs by 30% while garnering 95% of the campaign’s revenue. HSBC need to cross-sell more effectively by identifying profiles that would be interested in higher yielding investments and...
  • 59.

Editor's Notes

  1. Requirements of Ops, Station manager from Manager ’ s guide Possible gaps the parts need to improve The Way To Take Responsibility as Sr. Manager People, Service & Profit P-D-A of applying FedEx Ops Sr. Manager Environment Sculpting
  2. Degrees from three different but related areas Industrial Engineering (B.S. Feng Chia University) Transportation & Logistics management. ( M.S. National Chiao Tung University) MBA ( M.S. National Cheng Chih University) Information Technology (Certificated Licenses)
  3. I was recognized by FY08 VP PP
  4. P-D-A of applying FedEx Ops Sr. Manager
  5. People    Turn over :  Management Team + Courier team    Common Job Grading    Model Ops Enforcing  Service   CANH + CLH Impact   Flight late arrival   Customization Surging Profit   Cost surging    Economy recovery uncertainly    Market share varying with Cargo direct flight 
  6. People    Turn over :  Management Team + Courier team    Common Job Grading    Model Ops Enforcing  Service   CANH + CLH Impact   Flight late arrival   Customization Surging Profit   Cost surging    Economy recovery uncertainly    Market share varying with Cargo direct flight 
  7. P-D-A of applying FedEx Ops Sr. Manager
  8. Model Ops , Model our way forward! Planning, Executing, & non-stop Fine Tuning Model our way / Model our mindset / Model our language Cooperate with Dispatch team FAMIS insight ! Discipline with correct method Customer Feedback Be at cause Hold Manager accountable
  9. It’s often not the mountain ahead, but the grain of sand in shoes Always Be At Cause Hold Manager accountable! Learning & reading the messages from employees’ operation. Help the employees to see the “Shark” in the deep & dark sea. It’s often not the mountain ahead, but the grain of sand in shoes bothering.
  10. It’s often not the mountain ahead, but the grain of sand in shoes Always Be At Cause Hold Manager accountable! Learning & reading the messages from employees’ operation. Help the employees to see the “Shark” in the deep & dark sea. It’s often not the mountain ahead, but the grain of sand in shoes bothering.
  11. P-D-A of applying FedEx Ops Sr. Manager
  12. Disciplines keep us on track ! Commitments lead us ahead Recruiting Right, Training right Deploying Right Model Ops as blue print to deploy & manage Ops ! Tailor made service to create differentiations ! Model Ops deploys the way ahead ! Take Customer Feedbacks as opportunities ! QDM as tool to enhance service quality ! CSM / OSM to keep team on right direction ! Safety above all ! Well align & collaborate with other teams Functional team and Ops team Cost rationalize management Effectiveness Efficiency Customization service review Value evaluating Resources & limitations Criteria set & review
  13. Epilogue :
  14. It’s often not the mountain ahead, but the grain of sand in shoes Always Be At Cause Hold Manager accountable! Learning & reading the messages from employees’ operation. Help the employees to see the “Shark” in the deep & dark sea. It’s often not the mountain ahead, but the grain of sand in shoes bothering.
  15. The US Internal Revenue Service is using data mining to improve customer service. [Click] By analyzing incoming requests for help and information, the IRS hopes to schedule its workforce to provide faster, more accurate answers to questions.
  16. The US DFAS needs to search through 2.5 million financial transactions that may indicate inaccurate charges. Instead of relying on tips to point out fraud, the DFAS is mining the data to identify suspicious transactions. [Click] Using Clementine, the agency examined credit card transactions and was able to identify purchases that did not match past patterns. Using this information, DFAS could focus investigations, finding fraud more costs effectively.
  17. Retail banking is a highly competitive business. In addition to competition from other banks, banks also see intense competition from financial services companies of all kinds, from stockbrokers to mortgage companies. With so many organizations working the same customer base, the value of customer retention is greater than ever before. As a result, HSBC Bank USA looks to enticing existing customers to "roll over" maturing products, or on cross-selling new ones. [Click] Using SPSS products, HSBC found that it could reduce direct mail costs by 30% while still bringing in 95% of the campaign’s revenue. Because HSBC is sending out fewer mail pieces, customers are likely to be more loyal because they don’t receive junk mail from the bank.