Tag Archives: analysis

Falsehood

When I build supply chain analysis teams, and review the types of people I like to hire on or bring into process work, the background which interests me the most is a ‘scientific’ background. These people have been trained to look at problems and identify ways to explain them using a wonderful method which is so difficult to refute: the scientific method. Continue reading

Blink Analysis

Some time ago I reviewed a fairly large SCM program which covered an entire line of business in multiple geographies, many activities, and substantial depth of process capture. The intent of the program was to standardize processes to a single blueprint across the company, which they had made fairly dramatic progress on in a short amount of time (as usual: with frameworks including SCOR). Continue reading

Keep On Keeping On

Someone told me a bad joke this morning “How is Winnie the Pooh like Jack the Ripper”… They both share the same middle name. In Six-Sigma “DMAIC” or “DMADV”, there are five distinct phases of work, in what my company uses there is “SCADD”, or five distinct phases of work, in SCOR there are five distinct phases, in many methodologies there are 4, 5, 6 phases of work… and they all somewhat share the same ‘middle’ name, or analysis. I’ve written before here about not getting locked in ‘analysis paralysis’ by focusing on designing an analysis plan to answer a question, usually a question about what is a root-cause issue in business performance which doesn’t meet a requirement. However, finding a root-cause issue is not the same as solving the problem, and that’s the focus of my interest today. Continue reading

Leaping From Conclusions

When discussing and coaching on analysis with teams (which of course means the general subject of analysis in the end) there seem to be two directions individuals take. First is the “analysis is hard” and the desire to run away from it, and the “single data point” and leaping to conclusions. Continue reading