本書 (1) 延續前一本書 Competing on Analytics，說明如何達成該目標的五個步驟，分別為
Data: The prerequisite for everthing analytical
Enterprise: Integrting across organizational silos
Leadership: The deciding DELTA factor
Targets: Picking your spots for analytics
Analysis: Managing Scarce and valuable talent
第一章根據 Competing on Analytics 中的架構，將企業使用分析能力的狀況分成五個階層，分別為
Analytically impaired
Localized analytics
Analytical aspirations
Analytical companies
Analytical competitors
附錄中的 2 頁表格針對如何進階到高一階層的工作，分別說明 DELTA 中必須準備的事項。
書的第二部份則是說明如何維持該狀態，分別為
Embed analytics in business processes
Build an analytical culture
Review your business comprehensively
Meeting challenges along the way
Toward more analytical decisions and better results
達成的關鍵？
The key challenges are no longer technological or analytical; they have more to do with simply making managers familiar with the concepts and the process. (2)
(1) T.H. Davenport, J.G. Harris, and R. Morison, Analytics at Work: Smarter Decisions, Better Results, Harvard Business Press, 2010.
(2) T.H. Davenport, How to Design Smart Business Experiment, Harvard Business Review, 2009.
6/18/2012
6/12/2012
餐廳 1010 湘的服務系統
天下雜誌報導瓦城泰統的內部餐點管理 (1)，可惜我們無從接觸；不過，其服務系統有很大的改善空間。
我們用餐的地點是新光三越西門店 (2)，四個人點四道菜，1500 元左右 (3)。
首先，其位置的安排太近，所以桌距小。不知道是不是這個因素，導致服務生從我們的左邊上菜。根據打工學生的描述，這並不是標準的作法。況且，餐桌旁的走廊一直有服務生站著，所以應該有時間從正確的位置送菜。
第一道的青菜很快就到了，但是第二道卻等很久，只好玩起假裝夾菜的遊戲。中餐要配飯，所以時間間隔很重要。正如 Bill Darden 所說的 "not everybody's a gourmet, but everybody can tell time."。解決的方法之一 (Meal Pacing) 見此 (4)。
第三道上菜時，太太正在夾菜，服務生沒有任何的表示，例如等一下或者說對不起，就直接從手的上方放下菜來。
(1) 2011-11 天下雜誌 484期，科技業寒冬 賣漢堡比賣電腦賺，『以瓦城泰統旗下餐廳為例，流程、管理已經落實到每個環節，可以快速複製、成長。辣炒牛肉的牛小排要剁多細、一道孜然排骨要透過 100 多道標準化程序，讓每位廚師都烹調出同一味。瓦城泰統董事長徐承義說，公司早期開始就詳細規範，訂定 KPI，21 年後終於可以快速複製菜色、有展店的爆發力。』
(2) 我對美食沒有研究，因此只將食物分成三等級 -- 好吃、普通、不好吃。1010 湘屬於好吃。
(3) 我們吃得少，到王品集團的陶板屋或原燒也是差不多這個金額。但是，王品集團都沒有看到這些問題。另外，根據在百貨公司設櫃的親戚說明，百貨公司會抽取 3 成營業額當管理費；王品集團則是租店，連鎖店也多；所以兩者成本不太一樣。
(4) 該文章並沒有說明其詳細的內容。不過，基本的問題是在眾多的限制下 (例如先到先服務、出菜間隔)，決定眾多訂單的順序，以最小化顧客的平均等待時間；屬於生管的多機排程問題，在製造業有許多的類似應用，學術界也有很多的討論和研究。瓦城泰統已經有流程管理，所以可以得知每一道菜的準備和料理時間；用餐的尖峰時間，廚房非常繁忙，所以應由資訊系統 (中的演算法) 來決定準備的順序與間隔。
我們用餐的地點是新光三越西門店 (2)，四個人點四道菜，1500 元左右 (3)。
首先，其位置的安排太近，所以桌距小。不知道是不是這個因素，導致服務生從我們的左邊上菜。根據打工學生的描述，這並不是標準的作法。況且，餐桌旁的走廊一直有服務生站著，所以應該有時間從正確的位置送菜。
第一道的青菜很快就到了，但是第二道卻等很久，只好玩起假裝夾菜的遊戲。中餐要配飯，所以時間間隔很重要。正如 Bill Darden 所說的 "not everybody's a gourmet, but everybody can tell time."。解決的方法之一 (Meal Pacing) 見此 (4)。
第三道上菜時，太太正在夾菜，服務生沒有任何的表示，例如等一下或者說對不起，就直接從手的上方放下菜來。
(1) 2011-11 天下雜誌 484期，科技業寒冬 賣漢堡比賣電腦賺，『以瓦城泰統旗下餐廳為例，流程、管理已經落實到每個環節，可以快速複製、成長。辣炒牛肉的牛小排要剁多細、一道孜然排骨要透過 100 多道標準化程序，讓每位廚師都烹調出同一味。瓦城泰統董事長徐承義說，公司早期開始就詳細規範，訂定 KPI，21 年後終於可以快速複製菜色、有展店的爆發力。』
(2) 我對美食沒有研究，因此只將食物分成三等級 -- 好吃、普通、不好吃。1010 湘屬於好吃。
(3) 我們吃得少，到王品集團的陶板屋或原燒也是差不多這個金額。但是，王品集團都沒有看到這些問題。另外，根據在百貨公司設櫃的親戚說明，百貨公司會抽取 3 成營業額當管理費；王品集團則是租店，連鎖店也多；所以兩者成本不太一樣。
(4) 該文章並沒有說明其詳細的內容。不過，基本的問題是在眾多的限制下 (例如先到先服務、出菜間隔)，決定眾多訂單的順序，以最小化顧客的平均等待時間；屬於生管的多機排程問題，在製造業有許多的類似應用，學術界也有很多的討論和研究。瓦城泰統已經有流程管理，所以可以得知每一道菜的準備和料理時間；用餐的尖峰時間，廚房非常繁忙，所以應由資訊系統 (中的演算法) 來決定準備的順序與間隔。
餐廳集團 Darden Restaurants 的供應鏈管理
CEO Clarence Otis, "We're very analytic"
包括 多品牌的 Darden 集團，2011 年共有 1,894 間餐廳。Fast Company 的報導中，描述其成功的一些方法。
在品牌經營上，瞭解顧客的需求，並且營造出配合該品牌主題的用餐環境。以 Olive Garden 為例
Over the past year, Darden's 22-member customer-insight team invited 16 million customers across its six chains to answer guest-satisfaction questionnaires.
The Olive Garden brand is built around the notion that guests are treated like family, but Pickens knows that isn't likely to happen unless employees feel like family too.
Pickens starts every meeting with Olive Garden senior executives by reading letters from customers and employees -- a woman's description of her celebration at Olive Garden after having survived cancer; ...
Olive Garden executives began tying everything to this mythical Italian family, adopting the tagline, "When you're here, you're family." New locations were designed to suggest Italian farmhouses, with a large family-style table, modeled on one in a Florentine trattoria. Then executives formed a partnership with actual Italians: Olive Garden's Culinary Institute of Tuscany (CIT)."
在產品開發上，朝向更健康的菜單。
Darden is in the process of altering the Red Lobster recipe -- a big risk -- to serve healthier food and improve sluggish sales.
In March, Men's Health dubbed Red Lobster "the best sit-down chain in America." When a magazine devoted to fitness sings the praises of a restaurant that has been known for all-you-can-eat fried shrimp, things are moving in the right direction.
Darden has been experimenting with what COO Madsen calls "stealth health" since it opened the first Seasons 52 in 2003. With 60 wines by the glass, entrées with no more than 475 calories, and desserts so mini they're served in shot glasses, ...
海鮮的供應問題，重視環保和加拿大政府合作孵育龍蝦
Even before scientists predicted in 2006 that world fish stocks could collapse by 2048, Darden had begun removing endangered wild fish, such as Chilean sea bass and orange roughy, from its menus and using its clout as one of the world's largest buyers to push the industry toward sustainability. To promote fish farming and to set standards to minimize its environmental impact, Darden cofounded the Global Aquaculture Alliance, a nonprofit trade association that partners with governments and NGOs.
The North American lobster harvest fluctuates every year, but demand continues to grow. So two years ago, Darden began sponsoring an experiment to boost the population. Scientists working with the government of New Brunswick, in Canada, catch pregnant lobsters and care for their offspring until they're mature enough to burrow into the ocean's sandy bottom, then release the tiny animals into the wild. Then Darden waits and hopes -- for six years or more.
還有集中採購，和數字化的管理
These days, Roger Bing, vice president of seafood purchasing, and his team travel the globe buying seafood -- again without brokers -- in more than 32 countries, often contracting with fish farms for set yield at a set price.
It is studying Wal-Mart to "understand the components of cost" with its vendors and become a better and more informed negotiator, says senior vice president Barry Moullet, whose group purchases $2.4 billion of goods a year from 1,500 suppliers. It's hedging wheat purchases, much the way airlines purchase fuel. An automated ordering system will eventually replenish a restaurant based on electronic-tagged inventory and guest-traffic forecasts.
在顧客的需求預測上，使用自家研發的軟體 Guest Forecasting 以精準預估，可以降低人力和食物成本
Patti Reilly White, 53, chief information officer, leads the 170-person team at Darden that introduces order and predictability to this volatile business.
On a Thursday night in April, Erin Harvell, the culinary manager at the Olive Garden in Wayne, New Jersey, reviews the week's forecasts in a tiny office off the kitchen. They're within 1% to 4% of the actual turnout. The biggest gap -- 630 guests instead of 660 -- was on a rainy night. Guest Forecasting spells out the appropriate staffing and food preparation -- how many fettuccine Alfredo orders to expect, how much sauce to make in the morning. Over the past two years, Darden has reduced unplanned hours by more than 40% and trimmed excess food costs by 10%.
由於大部份的餐廳不接受訂位 (1)，所以分享該地區的餐廳資訊，以便告知排隊的顧客到其他分店用餐
This summer, she's launching another project to share wait times across restaurants so that a hostess can steer customers to nearby Darden establishments that aren't as busy. The next logical step, White says, would be to give customers online access to that information.
在美國，通常是點個人套餐，然後幾乎一起出菜 (2)。在內部流程管理上，採用 Meal Pacing 以達到此目標
In the kitchen, cooks are hustling, directed by a program called Meal Pacing that White's team introduced across the company two years ago. Traditionally, an expediter would try to ensure that meals for a given table were ready at the same time so the shrimp entrée didn't sit at the window getting cold while the 14-ounce steak was still on the grill. Meal Pacing displays the optimal work flow for each party on eight screens in the kitchen and monitors each station's progress, with color-coded warnings when one falls behind. The screens also show if the staff is meeting Darden's one-minute rule: Food should arrive at the table within one minute of being ready.
也使用數字管理食材
Leftover ingredients are refrigerated in day-stamped plastic bags, and anyone using an outdated item is fired on the spot.
在 CEO 的主導下，子集團間相互學習，以達成綜效
Now Otis is pushing a new tactic: no-holds-barred sharing of information between brands.
On a Tuesday morning in April, the presidents of three of the largest restaurant chains in the country slip into an unmarked white van in Orlando, Florida, and embark on an unprecedented mission -- sharing their latest trade secrets.
At the last stop on the morning tour, the presidents of Olive Garden, Red Lobster, and LongHorn do what you expect restaurant executives to do: chow down. Over steaks and salads at LongHorn, they talk shop at a back table in the dining room, dissecting things customers don't notice. Red Lobster's faux-wood floor tile, which lasts longer than real wood and is less slippery. Olive Garden's stone exterior, which requires less upkeep than painted wood. LongHorn's layout of food-prep and storage spaces, a small improvement that saves valuable time.
(1) 接受訂位的優點很多，但是文章中卻沒有說明不接受訂位的原因。
(2) 根據台灣的用餐經驗，點個人套餐時，常常發生其中幾個人已經吃完，卻還是有人的餐點還沒有到。點中式合菜，前一道菜已經吃完，下一道菜卻等很久。
包括 多品牌的 Darden 集團，2011 年共有 1,894 間餐廳。Fast Company 的報導中，描述其成功的一些方法。
在品牌經營上，瞭解顧客的需求，並且營造出配合該品牌主題的用餐環境。以 Olive Garden 為例
Over the past year, Darden's 22-member customer-insight team invited 16 million customers across its six chains to answer guest-satisfaction questionnaires.
The Olive Garden brand is built around the notion that guests are treated like family, but Pickens knows that isn't likely to happen unless employees feel like family too.
Pickens starts every meeting with Olive Garden senior executives by reading letters from customers and employees -- a woman's description of her celebration at Olive Garden after having survived cancer; ...
Olive Garden executives began tying everything to this mythical Italian family, adopting the tagline, "When you're here, you're family." New locations were designed to suggest Italian farmhouses, with a large family-style table, modeled on one in a Florentine trattoria. Then executives formed a partnership with actual Italians: Olive Garden's Culinary Institute of Tuscany (CIT)."
在產品開發上，朝向更健康的菜單。
Darden is in the process of altering the Red Lobster recipe -- a big risk -- to serve healthier food and improve sluggish sales.
In March, Men's Health dubbed Red Lobster "the best sit-down chain in America." When a magazine devoted to fitness sings the praises of a restaurant that has been known for all-you-can-eat fried shrimp, things are moving in the right direction.
Darden has been experimenting with what COO Madsen calls "stealth health" since it opened the first Seasons 52 in 2003. With 60 wines by the glass, entrées with no more than 475 calories, and desserts so mini they're served in shot glasses, ...
海鮮的供應問題，重視環保和加拿大政府合作孵育龍蝦
Even before scientists predicted in 2006 that world fish stocks could collapse by 2048, Darden had begun removing endangered wild fish, such as Chilean sea bass and orange roughy, from its menus and using its clout as one of the world's largest buyers to push the industry toward sustainability. To promote fish farming and to set standards to minimize its environmental impact, Darden cofounded the Global Aquaculture Alliance, a nonprofit trade association that partners with governments and NGOs.
The North American lobster harvest fluctuates every year, but demand continues to grow. So two years ago, Darden began sponsoring an experiment to boost the population. Scientists working with the government of New Brunswick, in Canada, catch pregnant lobsters and care for their offspring until they're mature enough to burrow into the ocean's sandy bottom, then release the tiny animals into the wild. Then Darden waits and hopes -- for six years or more.
還有集中採購，和數字化的管理
These days, Roger Bing, vice president of seafood purchasing, and his team travel the globe buying seafood -- again without brokers -- in more than 32 countries, often contracting with fish farms for set yield at a set price.
It is studying Wal-Mart to "understand the components of cost" with its vendors and become a better and more informed negotiator, says senior vice president Barry Moullet, whose group purchases $2.4 billion of goods a year from 1,500 suppliers. It's hedging wheat purchases, much the way airlines purchase fuel. An automated ordering system will eventually replenish a restaurant based on electronic-tagged inventory and guest-traffic forecasts.
在顧客的需求預測上，使用自家研發的軟體 Guest Forecasting 以精準預估，可以降低人力和食物成本
Patti Reilly White, 53, chief information officer, leads the 170-person team at Darden that introduces order and predictability to this volatile business.
On a Thursday night in April, Erin Harvell, the culinary manager at the Olive Garden in Wayne, New Jersey, reviews the week's forecasts in a tiny office off the kitchen. They're within 1% to 4% of the actual turnout. The biggest gap -- 630 guests instead of 660 -- was on a rainy night. Guest Forecasting spells out the appropriate staffing and food preparation -- how many fettuccine Alfredo orders to expect, how much sauce to make in the morning. Over the past two years, Darden has reduced unplanned hours by more than 40% and trimmed excess food costs by 10%.
由於大部份的餐廳不接受訂位 (1)，所以分享該地區的餐廳資訊，以便告知排隊的顧客到其他分店用餐
This summer, she's launching another project to share wait times across restaurants so that a hostess can steer customers to nearby Darden establishments that aren't as busy. The next logical step, White says, would be to give customers online access to that information.
在美國，通常是點個人套餐，然後幾乎一起出菜 (2)。在內部流程管理上，採用 Meal Pacing 以達到此目標
In the kitchen, cooks are hustling, directed by a program called Meal Pacing that White's team introduced across the company two years ago. Traditionally, an expediter would try to ensure that meals for a given table were ready at the same time so the shrimp entrée didn't sit at the window getting cold while the 14-ounce steak was still on the grill. Meal Pacing displays the optimal work flow for each party on eight screens in the kitchen and monitors each station's progress, with color-coded warnings when one falls behind. The screens also show if the staff is meeting Darden's one-minute rule: Food should arrive at the table within one minute of being ready.
也使用數字管理食材
Leftover ingredients are refrigerated in day-stamped plastic bags, and anyone using an outdated item is fired on the spot.
在 CEO 的主導下，子集團間相互學習，以達成綜效
Now Otis is pushing a new tactic: no-holds-barred sharing of information between brands.
On a Tuesday morning in April, the presidents of three of the largest restaurant chains in the country slip into an unmarked white van in Orlando, Florida, and embark on an unprecedented mission -- sharing their latest trade secrets.
At the last stop on the morning tour, the presidents of Olive Garden, Red Lobster, and LongHorn do what you expect restaurant executives to do: chow down. Over steaks and salads at LongHorn, they talk shop at a back table in the dining room, dissecting things customers don't notice. Red Lobster's faux-wood floor tile, which lasts longer than real wood and is less slippery. Olive Garden's stone exterior, which requires less upkeep than painted wood. LongHorn's layout of food-prep and storage spaces, a small improvement that saves valuable time.
(1) 接受訂位的優點很多，但是文章中卻沒有說明不接受訂位的原因。
(2) 根據台灣的用餐經驗，點個人套餐時，常常發生其中幾個人已經吃完，卻還是有人的餐點還沒有到。點中式合菜，前一道菜已經吃完，下一道菜卻等很久。
6/06/2012
拖地板
一切都從『好神拖』開始說起。
因為家中房間是木頭地板，所以家中拖地大都由媽媽負責。
二年前，朋友送了一組『好神拖』給我們，小朋友便開始了他們的做家事生涯。一開始，小三的兒子把它當成玩具玩，總聽得到拖把急速旋轉所產生的漱漱聲；如果有一條布落在旋轉盤之外，則是咚咚作響。
一開始時兩人分工，也就是說，弟弟先掃地、再換姐姐拖地，下週後對調。弟弟年紀小，加上天女散花式的掃地方式，達不到姐姐的要求，兩人總是吵得不可開交。後來改成單人負責，隔週對調；並且加上記錄表，以免因考試週忘記而吵鬧。
有一回，朋友來到家中聊到此事，直說回去一定要買個『好神拖』。
前幾天，媽媽已經預告，暑假期間將由小朋友輪流洗衣服。看來我們要『好命了』。
因為家中房間是木頭地板，所以家中拖地大都由媽媽負責。
二年前，朋友送了一組『好神拖』給我們，小朋友便開始了他們的做家事生涯。一開始，小三的兒子把它當成玩具玩，總聽得到拖把急速旋轉所產生的漱漱聲；如果有一條布落在旋轉盤之外，則是咚咚作響。
一開始時兩人分工，也就是說，弟弟先掃地、再換姐姐拖地，下週後對調。弟弟年紀小，加上天女散花式的掃地方式，達不到姐姐的要求，兩人總是吵得不可開交。後來改成單人負責，隔週對調；並且加上記錄表，以免因考試週忘記而吵鬧。
有一回，朋友來到家中聊到此事，直說回去一定要買個『好神拖』。
前幾天，媽媽已經預告，暑假期間將由小朋友輪流洗衣服。看來我們要『好命了』。
兒子：安全、家庭、工作是人生的順序 ...
昨晚，小五的兒子正在寫讀書心得的作業 (1)。
兒子：我們有沒有因為天災或其他因素，而必須暫時住在其他的地方，例如旅館？
我：我們很幸運，沒有。如果假設我們要重新油漆家裡，算不算？
兒子：不可以。
於是，兒子摸摸頭，開始聊一些我們之間相處的問題。
我：你的功課還沒有寫完，等你完成我們再聊。
兒子：安全、家庭、工作是人生的順序，所以我們要先處理第二問題，我才有辦法寫功課。
我：誰教你的 ...
兒子：我自己想的。
現在的小孩都在想這些人生的道理？還是功課真的令人頭大？
(1) Lois Lowry, Number the Stars, Laurel Leaf, 1998.
兒子：我們有沒有因為天災或其他因素，而必須暫時住在其他的地方，例如旅館？
我：我們很幸運，沒有。如果假設我們要重新油漆家裡，算不算？
兒子：不可以。
於是，兒子摸摸頭，開始聊一些我們之間相處的問題。
我：你的功課還沒有寫完，等你完成我們再聊。
兒子：安全、家庭、工作是人生的順序，所以我們要先處理第二問題，我才有辦法寫功課。
我：誰教你的 ...
兒子：我自己想的。
現在的小孩都在想這些人生的道理？還是功課真的令人頭大？
(1) Lois Lowry, Number the Stars, Laurel Leaf, 1998.
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