Porter introduction-a

Outline Expertise & Major Achievements P-S-P Challenges Executing Action Plan Expecting Contributions Q&A

Expertise & Major Achievements page

Expertise: Background includes: IE, Logistics, IT and MBA MBA  M.S. of International MBA Program of NCCU Logistics  M.S. of NCTU IE  B.S. of Fen Chia University IT  Oracle ( OCP DBA) & Microsoft (MCSE) Certified Comprehensively and Systematically mind set. Milestone  JCA successfully from IT to Operation team. Operations and People management. CT/ IPD Project Management experiences. Good practicing with people management theory. Effective communication skill. Enthusiastic, with Passions for people management.

Major Achievements FY08 APAC VP Purple Promise Award People management Average SFA is over 4.0 GOLD candidate coaching Sr. Courier Candidates set Part time employees management. Breaking the rules by making impossible to be “ I’m possible ” : Planning & Executing Early PUP Model in FY10. CLH enhancement after CANH launching . ASIA - One delay with PM service Level 100%. Early push shuttle, during CNY rush hour.

P-P-P Personality Proactive Perseverance Passionate Integrator

People Efficiency vs. Safety Safety Mind Set Common Job Grading Team members turn over Service CANH + CLH Impact+ Flight late arrival Model Ops Re-Enforcing Customer feedbacks Compliances and Rules Challenges - Internal & External

Profit Global Economy recovery uncertainly Customization evaluation with Cost surging Market share varying with Cargo direct flight Cross Strait Opportunities Others People , Service & Profit Equilibrium Change management Synergy Generating and enduring Moral sustain Challenges - Internal & External

Executing Action Plan & Strategy

Executing Action Plan & Strategy : STAR S teering T eam by A ctions R einforcing Leadership Strategy Double E B – A – C & U – A – C

- Right person, Right position, Right people management Disciplines is to keep Ops on Track Performance Orienting to hold manager accountable STAR S teering T eam by A ctions R einforcing People Management Cost Management Operation Management Report Customer Relationship Execution

- - Plan annual budget with monitoring and managing Cost. Ensuring all the contract meet Corp compliances. Rational cost down with performance driving. 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 Model Ops , Model our way forward! Model our way / Model our mindset / Model our language Planning, Executing, & Fine Tuning Cooperate with Dispatch team FAMIS insight ! Discipline with correct method Safety above all Efficiency vs. Safety Safety culture evolving and enduring People Management Cost Management Operation Management Report Customer Relationship Execution

STAR S teering T eam by A ctions R einforcing Customer Feedback Be at cause Take it as Opportunity Hold Manager accountable Align with sales to meet customers’ need, & review the necessity Review with manager for ad hoc customer exceptions People Management Cost Management Operation Management Report Customer Relationship Execution

Value will be created by Synergy with Effective Executions Keep the balance in mind and in place Only focus on what we can change, seeking opportunity of what we can influence Safety, Security, Regulatory & Compliance Compliance keeps us on track Commitments lead us ahead ! 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

Stretching out “Two Hands” : Internally : People management Externally : Customer relationship Standing firmly with “Two Legs ” Operation management Cost management Effective Executions in “Mind ” Effective executions make it works. Safety, Security, Regulatory & Compliance 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 Executing by limiting the Knowing - Doing Gap The Key element of Execution is to follow up Harnessing the power of passion and simplicity to get result To distill the most complex issues into simple “ E = MC 2 “ Engagement = M otivation * C ommunication * C ommitments Aligning the common goal Motivating by the Value contribution mindset Effective communications by managing commitments

Leadership Strategy B - A - C & U-A-C B e A t C ause Learning & reading the messages from employees’ interactions. Help employees to see what they can see but not see. It’s often not the mountain ahead, but the grain of sand in shoes bothering. U nderstanding A lignment and C ommitment Effective Coaching by Listening ! Seek first to understand, then to be understood . What you talk does not matter, But What they really listen does matter.

Emerge Internal Synergy by Culture Evolving Right People asset Management Purple DNA, Purple Mindset Create External Synergy by Well aligning Effective Communications Common Goal Setting Get Overall Operations Rationalizing & Balancing Effectiveness, Efficiency and Safety Model Ops Enforcing Expecting Contribution :

Vision : L - E - 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 Leading Team to be a “ AAA ” Diamond Station : A ligned the team A ctively, & Running team to be the most A spiring team

DAMA-NCR Tuesday, November 13, 2001 Laura Squier Technical Consultant [email_address] What is Data Mining?

Agenda What Data Mining IS and IS NOT Steps in the Data Mining Process CRISP-DM Explanation of Models Examples of Data Mining Applications Questions

The Evolution of Data Analysis

Results of Data Mining Include: Forecasting what may happen in the future Classifying people or things into groups by recognizing patterns Clustering people or things into groups based on their attributes Associating what events are likely to occur together Sequencing what events are likely to lead to later events

Data mining is not Brute-force crunching of bulk data “ Blind” application of algorithms Going to find relationships where none exist Presenting data in different ways A database intensive task A difficult to understand technology requiring an advanced degree in computer science

Data Mining Is A hot buzzword for a class of techniques that find patterns in data A user-centric, interactive process which leverages analysis technologies and computing power A group of techniques that find relationships that have not previously been discovered Not reliant on an existing database A relatively easy task that requires knowledge of the business problem/subject matter expertise

Data Mining versus OLAP OLAP - On-line Analytical Processing Provides you with a very good view of what is happening, but can not predict what will happen in the future or why it is happening

Data Mining Versus Statistical Analysis Data Analysis Tests for statistical correctness of models Are statistical assumptions of models correct? Eg Is the R-Square good? Hypothesis testing Is the relationship significant? Use a t-test to validate significance Tends to rely on sampling Techniques are not optimised for large amounts of data Requires strong statistical skills Data Mining Originally developed to act as expert systems to solve problems Less interested in the mechanics of the technique If it makes sense then let’s use it Does not require assumptions to be made about data Can find patterns in very large amounts of data Requires understanding of data and business problem

Examples of What People are Doing with Data Mining: Fraud/Non-Compliance Anomaly detection Isolate the factors that lead to fraud, waste and abuse Target auditing and investigative efforts more effectively Credit/Risk Scoring Intrusion detection Parts failure prediction Recruiting/Attracting customers Maximizing profitability (cross selling, identifying profitable customers) Service Delivery and Customer Retention Build profiles of customers likely to use which services Web Mining

How Can We Do Data Mining? By Utilizing the CRISP-DM Methodology a standard process existing data software technologies situational expertise

Why Should There be a Standard Process? Framework for recording experience Allows projects to be replicated Aid to project planning and management “ Comfort factor” for new adopters Demonstrates maturity of Data Mining Reduces dependency on “stars” The data mining process must be reliable and repeatable by people with little data mining background.

Process Standardization CRISP-DM: CRoss Industry Standard Process for Data Mining Initiative launched Sept.1996 SPSS/ISL, NCR, Daimler-Benz, OHRA Funding from European commission Over 200 members of the CRISP-DM SIG worldwide DM Vendors - SPSS, NCR, IBM, SAS, SGI, Data Distilleries, Syllogic, Magnify, .. System Suppliers / consultants - Cap Gemini, ICL Retail, Deloitte & Touche, … End Users - BT, ABB, Lloyds Bank, AirTouch, Experian, ...

CRISP-DM Non-proprietary Application/Industry neutral Tool neutral Focus on business issues As well as technical analysis Framework for guidance Experience base Templates for Analysis

Why CRISP-DM? The data mining process must be reliable and repeatable by people with little data mining skills CRISP-DM provides a uniform framework for guidelines experience documentation CRISP-DM is flexible to account for differences Different business/agency problems Different data

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) Business Understanding: Statement of Business Objective Statement of Data Mining objective Statement of Success Criteria Data Understanding Explore the data and verify the quality Find outliers

Phases in the DM Process (3) Data preparation: Takes usually over 90% of our time Collection Assessment Consolidation and Cleaning table links, aggregation level, missing values, etc Data selection active role in ignoring non-contributory data? outliers? Use of samples visualization tools Transformations - create new variables

Phases in the DM Process (4) Model building Selection of the modeling techniques is based upon the data mining objective Modeling is an iterative process - different for supervised and unsupervised learning May model for either description or prediction

Types of Models Prediction Models for Predicting and Classifying Regression algorithms (predict numeric outcome): neural networks , rule induction, CART (OLS regression, GLM) Classification algorithm predict symbolic outcome): CHAID, C5.0 (discriminant analysis, logistic regression) Descriptive Models for Grouping and Finding Associations Clustering/Grouping algorithms: K-means, Kohonen Association algorithms: apriori , GRI

Neural Network Output Hidden layer Input layer

Neural Networks Description Difficult interpretation Tends to ‘overfit’ the data Extensive amount of training time A lot of data preparation Works with all data types

Rule Induction Description Produces decision trees: income < $40K job > 5 yrs then good risk job < 5 yrs then bad risk income > $40K high debt then bad risk low debt then good risk Or Rule Sets: Rule #1 for good risk: if income > $40K if low debt Rule #2 for good risk: if income < $40K if job > 5 years

Rule Induction Description Intuitive output Handles all forms of numeric data, as well as non-numeric (symbolic) data C5 Algorithm a special case of rule induction Target variable must be symbolic

Apriori Description Seeks association rules in dataset ‘ Market basket’ analysis Sequence discovery

Kohonen Network Description unsupervised seeks to describe dataset in terms of natural clusters of cases

Phases in the DM Process (5) Model Evaluation Evaluation of model: how well it performed on test data Methods and criteria depend on model type: e.g., coincidence matrix with classification models, mean error rate with regression models Interpretation of model: important or not, easy or hard depends on algorithm

Phases in the DM Process (6) Deployment Determine how the results need to be utilized Who needs to use them? How often do they need to be used Deploy Data Mining results by: Scoring a database Utilizing results as business rules interactive scoring on-line

Specific Data Mining Applications:

What data mining has done for... Scheduled its workforce to provide faster, more accurate answers to questions. The US Internal Revenue Service needed to improve customer service and...

What data mining has done for... analyzed suspects’ cell phone usage to focus investigations. The US Drug Enforcement Agency needed to be more effective in their drug “busts” and

What data mining has done for... Reduced direct mail costs by 30% while garnering 95% of the campaign’s revenue. HSBC need to cross-sell more effectively by identifying profiles that would be interested in higher yielding investments and...

Final Comments Data Mining can be utilized in any organization that needs to find patterns or relationships in their data. By using the CRISP-DM methodology, analysts can have a reasonable level of assurance that their Data Mining efforts will render useful, repeatable, and valid results.

Porter introduction-a

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