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1...Did not have time to discuss the Windows procedure for saving files
2...Did not have time to ask about possible LAN impact on directory
0201 - Chips & Tech. 408 434 0600
020101 - Mr. Morris E. Jones
020102 - Sr. Vice President =4283 Ext
Case Studies, Traceability, Continual
Case Studies Metrics of Performance Review
Continual Learning Derived from Automating
Conventional Management Practices
Linking Adds Value Writing: Sources, Time,
Intelligence Adds Value to Information,
Traceability to Original Sources Metric
Child Development, Root Causes
1410 - ..
1411 - Summary/Objective
141201 - Follow up ref SDS 34 1327, ref SDS 27 1111.
141203 - Morris has begun a program of prescription drugs that reduces the
141204 - sense of hunger and so aids in weight loss. He has dropped 15 pounds
141205 - over the past two weeks, but has to be careful not to avoid eating all
141206 - together. Today, we worked on fixing a leaking sprinkler pipe, and
141207 - then discussed some handouts from the seminar Morris attended last
141208 - week at Cal Tech. The seminar materials seem similar to metrics for
141209 - communications developed at Stanford, and to ideas presented at a Cal
141210 - Tech seminar in 1992.
141212 - [See report from Morris that the sprinkler fix was successful. see
141213 - ref SDS 34 2902]
141217 - ..
1415 - Discussion
141601 - ..
141602 - Case Studies Trace "Root Causes"
141604 - Follow up ref SDS 34 1438.
141606 - We spent most of the time fixing a sprinkler pipe. It was initially
141607 - thought that the leak was caused by roots from trees and shrubs that
141608 - seem to have grown into the pipe subsequent to installation some years
141609 - ago.
141611 - ..
141612 - Digging deeply to examine the details more closely may have led to
141613 - discovery of a different "root cause" for this problem.
141616 - ..
141617 - Existing Conditions: Difficult, Complex, Confusing
141619 - The problem area is highly congested. This made understanding root
141620 - causes more difficult and augured for investing time to investigate in
141621 - order to avoid a hasty conclusion that there was only one cause of the
141622 - problem, which conclusion could have been easily induced by desire to
141623 - avoid rigorous effort and take up other matters. Rachael came by
141624 - several times during the work operation and reminded the team of this
141625 - latter option. She felt work was going too slowly and more beneficial
141626 - opportunities were being ignored. These dynamics produced stress that
141627 - was successfully managed by the team leader who maintained dogged
141628 - focus on the objective. Jeff commented about what it is like working
141629 - under such focus.
141630 - ..
141631 - There are two sprinkler heads within a foot or so of each other.
141632 - Piping runs in many directions. The purpose of this arrangement is
141633 - unclear. The system is on an electrical controller. When I arrived,
141634 - Morris was configuring the controller to activate the primary
141635 - sprinkler at the location where the pipe was leaking. The second
141636 - sprinkler head did not spray any water.
141638 - ..
141639 - There were no as-builts nor records of construction to indicate the
141640 - correlation between these systems and the location of the piping.
141641 - Morris and Jeff had earlier begun an excavation to expose the problem
141642 - area. They cut a major root that crossed above one run of pipe.
141643 - Excavation was very messy and hard work because conventional methods
141644 - could not be used due to the risk of damaging the piping. A 4" drain
141645 - pipe to service the downspouts on the house ran beneath the sprinkler
141646 - pipe and at an angle, further complicating excavation.
141647 - ..
141648 - Jeff did an excellent job of carefully digging out and cutting
141649 - away the labyrinth of roots so as to expose the cause of the leak.
141650 - Morris helped with this and showed how to use the tools to best
141651 - advantage.
141655 - ..
141656 - Drain Pipe Possibly Damaged
141658 - I may have damaged the drain pipe, because following use of the pick,
141659 - there seemed to be a short term increase in water flowing into the
141660 - excavation. Jeff reported feeling a hole in the drain pipe near where
141661 - I used the pick.
141664 - ..
141665 - Discovery Revealed Need for Wider Investigation
141667 - Jeff discovered another major root system that had to be removed. He
141668 - and Morris decided to widen the excavation to see more of the piping
141669 - system and how each of the components is connected. This required
141670 - another major cutting operation on the large tree root. Jeff used the
141671 - cross-cut saw after Morris sprayed it with WD40. Morris spelled Jeff
141672 - on this work. Finally an ax was driven into the saw cut, as a wedge,
141673 - using a single- jack. Jeff quickly learned how to position and strike
141674 - the ax with the single-jack for maximum effect, so that removal of the
141675 - large root obstruction was expedited. The famous rail splitter, Abe
141676 - Lincoln, would have been proud.
141678 - ..
141679 - The cutting might have been accomplished faster using a chain saw;
141680 - however, Morris' chain saw was not available. He also noted that use
141681 - for this application is very harmful to the saw, and so under all of
141682 - the circumstances, the methods actually used may have been optimal.
141683 - ..
141684 - Jeff found another smaller, but difficult to dislodge, root had
141685 - managed to grow between the sprinkler pipe and the larger drain pipe.
141686 - Further digging and removal of this root system, resulted in fully
141687 - exposing the damaged pipe. Morris used soap and water to clean the
141688 - pipe so the damaged area could be examined.
141692 - ..
141693 - Inoperable Sprinkler Connected to Active Pipe Line??
141695 - Tracing the pipe seemed to indicate an adjacent (inactive) sprinkler
141696 - head is on the same line as the active sprinkler. This suggests the
141697 - inactive sprinkler is damaged, or possibly has been "turned-off"
141698 - somehow. Another possibility is that sprinkler heads are managed
141699 - separately by the electrical controller. There were no electrical
141700 - lines evident that would suggest these units are controlled
141701 - separately.
141703 - ..
141704 - Morris seemed to indicate there are several different sprinkler
141705 - systems that have been installed over the years. In this case it
141706 - might be useful to remove the abandoned line, or otherwise to further
141707 - clarify its utility.
141710 - ..
141711 - Roots May NOT Have Caused Pipe Leak
141713 - Examination of the leaking pipe seems to show it was more likely
141714 - caused by a slice, such as a shovel, perhaps during follow up
141715 - construction at some point after original installation. There is a
141716 - clean thin puncture, typical of a direct cut rather than failure
141717 - caused by pressure from organic roots.
141719 - ..
141720 - During excavation of the pipe we discovered loose piping that appears
141721 - to be prior work that was abandoned. This further supports a theory
141722 - that the cause of the leak was construction activity, and it simply
141723 - did not manifest itself in sufficient degree to spawn investigation
141724 - prior to today.
141725 - ..
141726 - About this time, Teri brought out some drinks made from
141727 - home-grown grapefruit. Morris gave the crew a 5-minute break to take
141728 - advantage of Teri's kindness.
141732 - ..
141733 - Repairs and Testing
141735 - Morris, using surgeon's rubber gloves, prepared a fiberglass fabric
141736 - and epoxy patch for the PVC sprinkler pipe. He recalled using this
141737 - method successfully on prior repairs of pressure pipe installations.
141739 - Jeff placed plastic sheathing beneath the pipe to avoid contaminating
141740 - the target area during application of the patch. Sand paper was used
141741 - to roughen the surface perpendicular to the pipe length, in order to
141742 - enhance adhesion of the epoxy patch.
141744 - ..
141745 - Morris carefully mixed the epoxy ingredients noting potential for
141746 - endothermic heat from the chemistry. Based on an estimated 3/4 inch
141747 - pipe diameter he wrapped the fiberglass fabric which he had coated with
141748 - epoxy emulsion, around the pipe to achieve an overlap along the line
141749 - of the slice in the pipe, and carefully smoothed and pressed it so as
141750 - to remove any wrinkles.
141751 - ..
141752 - He expects this patch will require about an hour to set up,
141753 - before he can test to see if it will hold, and whether there might be
141754 - other areas of the pipe that require attention.
141758 - ..
141759 - Drain Line Needs Attention
141761 - Morris plans to have Teri pick up some gravel for pipe embedment
141762 - around the drainpipe. Consideration should be given to widening the
141763 - gravel encasement and to applying a small plastic patch of some kind
141764 - to the area that was damaged by the pick during excavation. If
141765 - moisture can flow from the ground into an enlarged hole at the bottom
141766 - of the drain pipe this may cause roots to grow in that direction and
141767 - eventually clog the drain line.
141771 - ..
141772 - Restoration
141774 - It seems that if roots per se had caused the damage to the pipe, then
141775 - special construction would be required to avoid replication of the
141776 - current problem.
141778 - It seems most likely that roots did not cause this problem, and so the
141779 - time and expense of special construction may not be needed. The
141780 - gravel embedment planned to surround the drain pipe will provide a
141781 - sump effect with the holes in the top of the drain pipe, so that
141782 - drainage from the sprinkler itself and from the slope of surrounding
141783 - terrain can be relieved.
Analysis Correlations Implications Incite
Root Causes Intelligence, Correlations
Lessons Learned Failure Risk Management
Analysis Linking Business Intelligence
Root Causes Traceability to Original
Lessons Learned, Common Business
200901 - ..
200902 - Lessons Learned - Traceability to Root Causes, Who Pays??
200904 - We reviewed the record on 970524 where Morris reported on a Cal Tech
200905 - seminar that advocated root cause analysis is good management practice
200906 - for improving earnings, ref SDS 34 1438; but, it is not clear what
200907 - methods are used for accomplishing this money saving work.
200909 - ..
200910 - Root cause analysis applies the ISO requirement for traceability to
200911 - original sources reviewed on 950721. ref SDS 13 1740
200913 - ..
200914 - However, organizations rarely perform root cause analysis because no
200915 - one is assigned, there is no time, no tools nor methods, with the
200916 - result that the prospective cost of root cause analysis prevents this
200917 - work from being performed, unless a lawsuit is filed.
200918 - ..
200919 - Root causes require careful investigation and may differ from
200920 - initial impressions arising from common sense impressions about
200921 - difficult, complex conditions, ref SDS 0 2458, as we found today
200922 - working on the sprinker job. ref SDS 0 2007 and ref SDS 0 2846
200924 - ..
200925 - Haste makes waste as evidenced by the original damage, and possible
200926 - damage to the drain pipe during this repair operation. When people
200927 - are tired and working conditions are difficult, we cut corners and
200928 - this can delay the work rather than expedite it.
200930 - ..
200931 - Effective communication requires understanding, i.e., recognizing
200932 - cause and effect, which is obscured by complexity that requires
200933 - investing time to carefully discover root causes, or by encountering
200934 - failure from future consequences of overlooked causes, attributed to
200935 - "Murphy's Law."
200936 - ..
200937 - Follow up requires strong leadership to withstand inducements to
200938 - accept half-measures that cover up and compound problems until they
200939 - bubble up at inopportune times and require greater cost to fix.
200941 - ..
200942 - Writing the record and linking it up may be a useful "metric" of
200943 - understanding root causes so they can be fixed today rather than grow
200944 - into future calamities. It also provides a resource for discovering
200945 - critical information on future related activity to expedite work and
200946 - spawn innovation.
200948 - ..
200949 - What did the Cal Tech seminar say about this.
Saving Files, Failed
2105 - ..
210501 - Follow up work at ref SDS 31 line 152.
210503 - Did not have time to discuss the Windows procedure for saving files
210504 - in "My Documents," which Tom Keesling asked about the other day.
2205 - ..
220501 - Follow up work at ref SDS 32 line 98.
220503 - Did not have time to ask about possible LAN impact on directory
220504 - structures under W95, which seems to be impacting Wayne's use of SDS
220505 - at DNRC.
SDS Marketing, Definition, Metrics, Continual
Metrics (analysis, aligning, testing)
Metrics, Measuring Understanding with
Metrics Talking Needs Alignment to
Proactive Management Discovers Problems
Creativity aided by Understanding Pattern
Traceability to Original Sources Metric
351101 - ..
351102 - Numerical Metrics for Communications Can Be Developed
351104 - Follow up ref SDS 33 2723, ref SDS 25 1111.
351106 - Morris showed the manual of discussion slides that was used for the
351107 - seminar he attended last week at Cal Tech, which we discussed on
351108 - 970524. ref SDS 34 1327
351110 - ..
351111 - I looked through the manual, but could not find the case study of the
351112 - Columbia Space Shuttle failure which he cited in our discussion on
351113 - Saturday, ref SDS 34 4401, that led to our meeting today from the
351114 - record on ref SDS 34 7021, to compare or otherwise update results from
351115 - the seminar at Cal Tech I attended on 921021 which treated the same
351116 - event. ref SDS 5 4499. Morris said the Space Shuttle case study was
351117 - discussed in the class as an example to support information in the
351118 - seminar books and manuals.
351121 - ..
351122 - Effective Communication Fosters Innovation
351124 - The title of the seminar manual related to fostering innovation (see
351125 - segment below, ref SDS 0 5339, and much of the text was about business
351126 - communications, suggesting a strong link in the mind of the authors
351127 - between innovation and communication.
351129 - ..
351130 - Communication Metrics improves innovation by using SDS for constantly
351131 - creating linkages between related information over time. As the mind
351132 - begins to recognize repeated patterns, ideas emerge on consolidating,
351133 - rearranging and bypassing steps, which is a big part of "innovation."
351135 - ..
351136 - We considered these ideas on 890809. ref SDS 2 7433
351137 - ..
351138 - Processing information by adding "intelligence" creates deeper
351139 - understanding or "knowledge," reflecting the metaphor of "Turning
351140 - straw into gold" in the article for PMI NCC Newsletter, ref SDS 22
351141 - 7209.
351144 - ..
351145 - Traditional Metrics for Communication Only Report Effectiveness
351147 - Morris drew my attention to a series of graphs that plot communication
351148 - effectiveness as a function of various factors. This method seems to
351149 - reflect Ray Levitt's approach to metrics for communication developed
351150 - at Stanford, ref SDS 21 2502. Dr. Levitt gave a presentation to PMI
351151 - on 970911 using slides similar to those in the manual Morris received
351152 - at the Cal Tech seminar, ref SDS 23 1600. On 960908 I invited Morris
351153 - to attend Ray's presentation to PMI, ref SDS 22 8433, since it
351154 - reflects Morris' ideas about metrics for communication. On 960918 I
351155 - sent a copy of the article prepared for PMI's Newsletter on Ray's
351156 - presentation, to Morris, ref SDS 24 0110.
351158 - [See 1978 book, information overload impairs communication, ref
351159 - SDS 33 2830.]
351161 - ..
351162 - I asked Morris about Chips follow up to understand and evaluate what
351163 - was presented in the seminar, and to implement something? He seemed
351164 - to indicate a presentation would be made to their board or some other
351165 - management group at Chips.
351167 - [See follow up at ref SDS 36 0333.]
351169 - ..
351170 - I should mention again the idea of contacting Ray Levitt for a
351171 - presentation on how VDT can support Morris' ideas on metrics for
351172 - communications, ref SDS 24 0110 and ref SDS 21 2502.
351174 - ..
351175 - [A few days later, I sent this report to Morris as a reminder about
351176 - considering Ray's VDT program. ref SDS 35 1362]
351179 - ..
351180 - Communication Metrics Improves Rather than Measures Effectiveness
351182 - The Cal Tech manual from the seminar Morris recently attended, as
351183 - reported on 970524, ref SDS 34 4401, and the methods developed by Ray
351184 - Levitt which are part of the "VDT" program, apply traditional
351185 - management metrics endemic to cost and schedule control. Numeric
351186 - results enable managers to "determine" communication effectiveness and
351187 - then take corrective action, as cited in the Operation Plan - CESPN
351188 - Plus for USACE SFD reviewed at ref SDS 33 0944, per ref DRP 4 5672.
351190 - ..
351191 - Management might say:
351193 - "Oh our communications are 99% effective! Let's look at another
351194 - issue." or ...
351196 - "Gee, communication has dropped to 72% effective! Let's fire
351197 - somebody, launch a merger, hire a psychologist, more accountants
351198 - and lawyers, to fix it."
351200 - ..
351201 - SDS enables proactive problem handling that applies a model of mental
351202 - metrics to identify and fix errors in communication before problems
351203 - occur that cause delay and extra cost which commonly show up in
351204 - numerical reports and graphs plotting trends. Communication Metrics
351205 - applies the model of "dimension matching" explained in Tom Landauer's
351206 - paper on Latent Semantic Analysis of Knowledge Acquisition," which was
351207 - reviewed on 960324, ref SDS 17 0083 and ref SDS 17 0011 On 960721
351208 - Morris reported having reviewed Landauer's paper. ref SDS 20 1812.
351210 - ..
351211 - "Dimension matching" is a common form of metric. People look at
351212 - things all the time and recognize that one thing is longer or farther
351213 - away than another. Sometimes a measuring device is used to calibrate
351214 - dimensions. On 950204 this concept was applied to communication by
351215 - the common practice of weighing communication for determining accuracy
351216 - of a story. In a courtroom evidence is weighed by judges and jurors
351217 - on the scales of justice. ref SDS 8 8A4G These common Communication
351218 - Metrics result in a judgement of accuracy that leads to adjudication.
351219 - Outside the courtroom, people constantly make similar judgements about
351220 - accuracy of communication; however, rather than report mistakes that
351221 - executives and managers make, SDS provides timely alert to correct
351222 - miss-understandings so that extra cost and delay are avoided. The
351223 - goal of proactive management is to avoid mistakes, and this precludes
351224 - traditional business metrics using numerical reports and plotting
351225 - trends, which work well for cost and schedule metrics that report
351226 - after-the-fact results.
351228 - ..
351229 - It uses the "continual learning" process, which Morris graphed at
351230 - Burger King on 950303, ref SDS 11 3497, of aligning new understandings
351231 - with prior dialog and documents (i.e., original sources and
351232 - communications). Like a miner or detective, the Communication Manager
351233 - digs out of the system "root causes." Morris seemed to indicate that
351234 - discovering root causes is important to accomplish based on the Cal
351235 - Tech seminar he attend recently, ref SDS 34 4401, so that people are
351236 - aligned before a mistake occurs that causes losses and hurt feelings.
351237 - It solves the concern Morris expressed on 950303 about the Chips' team
351238 - that came back from a meeting in France and could not remember
351239 - critical understandings, ref SDS 14 3333. This continual learning
351240 - process adds "intelligence" to information, consisting of linkages
351241 - that hardwire alignment so it can be consistently retrieved to
351242 - discover and correct "meaning drift" identified in Tom Landauer's
351243 - paper, ref SDS 18 line 387.
351245 - ..
351246 - Another way to think of the matter is that Communication Metrics
351247 - improves communication effectiveness instead of issuing a report so
351248 - that somebody else can "determine" it, per prior work at ref SDS 7
351249 - 0333, ref SDS 15 7777, as discussed with Morris in our meeting on
351250 - 960721, ref SDS 20 5491.
Cultural Resistance to New Methods
Ignorance, Fear, Denial
Breakthroughs are difficult to Understand
Sales Do Not Reflect Potential
Evaluate Progress Prospects
Innovation Slow Because Market Forces
420901 - ..
420902 - Post-its - 15 Years from Innovation to Approval for Marketing
420904 - Morris related a case study cited at the Cal Tech seminar on the
420905 - time required for new ideas and products to gain approval of senior
420906 - executives. He said that after the concept and product work was
420907 - performed to create post-it notepads, it took 3M management 15 years
420908 - before deciding to bring it to market.
420910 - ..
420911 - Morris feels 3M is an advanced firm in supporting innovation.
420913 - ..
420914 - Imagine how long it would have taken for post-its to be approved at a
420915 - less advanced firm like Microsoft, Westinghouse, IBM, Chevron or
420916 - Proctor and Gamble? This reflects the history of VLSI technology at
420917 - Intel, ref SDS 19 1368, IBM giving Microsoft the PC Operating System,
420918 - ref SDS 19 3333, and the story of GUI technology at Xerox, ref SDS 19
420919 - 7744, that required Apple to bring it to market, and then Microsoft
420920 - used DOS money made possible by faith in IBM, to dominate the current
420921 - market. It reflects the 20 year period it took Voltaire and Diderot
420922 - to launch the encyclopedia, ref SDS 6 6629.
420924 - ..
420925 - [On 990305 Max Wideman worries about how long it takes for good
420926 - ideas to become accepted. ref SDS 38 1836]
420928 - ..
420929 - [On 990314 writing style for marketing can help. ref SDS 39 9952]
420931 - ..
420932 - [On 990713 Morris feels "message" is important. ref SDS 40 8966]
Facilitators Improve Communication, Need
Minutes of Meetings Are Not as Useful as
Creativity Recognizing Patterns from Life
Innovation Slow Because Market Forces
Corps of Engineers Report
591001 - ..
591002 - Cal Tech Seminar on Communication to Support Innovation
591004 - Follow up work at ref SDS 34 line 172.
591006 - Morris said the Cal Tech seminar presented ideas to foster management
591007 - methods in large organizations that can support and enhance innovation
591008 - in marketing and product development. ref SDS 0 3718
591010 - ..
591011 - We considered the challenges that large organizations face to avoid
591012 - stifling innovation, per the record on 910418 reviewing an article in
591013 - Byte on innovation, ref SDS 4 1111, and the previous record segment,
591014 - showing it took 15 years for a big company to market post-its.
591015 - ref SDS 0 8333
591017 - ..
591018 - Morris related an idea posed by the Cal Tech seminar speakers to use a
591019 - new work role to support innovation, called a...
591021 - Gatekeeper
591023 - ..
591024 - We considered the correlation of this "gatekeeper" position to the
591025 - "Gateway" idea Morris tried for the fuzzy front end planning process
591026 - he developed with a Chips team last year, ref SDS 16 line 294. Morris
591027 - indicated the duties and responsibilities of this role are different
591028 - from the prior application.
591030 - ..
591031 - I asked if it is similar to the Communication Manager role I have
591032 - formed to help executives and managers improve their productivity? We
591033 - discussed this on 951228, ref SDS 16 8804.
591034 - ..
591035 - Morris feels it is different. He said the Gatekeeper posed at
591036 - the Cal Tech seminar is a research support role that channels
591037 - information and sources to affected engineers. He gave an example of
591038 - a Gatekeeper notifying an engineer of a paper that might have been
591039 - published or cited on the Internet, and which could have potential to
591040 - apply to a current matter for the engineer.
591042 - ..
591043 - He indicated gatekeepers occur naturally in organizations as people
591044 - who regularly encounter a wide range of information and are able to
591045 - recognize objectives, projects and people to whom such information
591046 - might help. The seminar seemed to suggest that organizations should
591047 - foster this practice and identify those who are gifted in this type of
591048 - work and support the effort by ensuring they have enough time to get
591049 - it done well.
591050 - ..
591051 - I explained my sense that this is a part of the work
591052 - Communication Managers perform. People are already struggling to
591053 - perform this work. SDS enables them to be more effective by guiding
591054 - the efforts toward applying "metrics" to the pervasive field of
591055 - communication.
591058 - ..
591059 - Government Reports Communication Metrics Improves Management
591061 - I gave Morris a copy of the report on Communication Metrics, ref DRP 3
591062 - line 118, received at ref SDS 26 3368.
591064 - I asked him to develop some graphics that might be incorporated into
591065 - the report to meet his objectives for the kind of "metrics" he finds
591066 - effective from the Cal Tech seminar. Morris likes to create computer
591067 - graphics, so this would be a good challenge for him to create
591068 - something he feels is useful.
591070 - [On 970603 Morris did not have enough time to do this, ref SDS 36
591071 - 4491.]
591072 - ..
591073 - I suggested that he give the Corps of Engineers' Communication
591074 - Metrics report to his new Project Manager and request an analysis of
591075 - how it relates to the Cal Tech seminar ideas and whether consideration
591076 - should be made for using Communication Metrics at Chips. He might
591077 - further submit the report to his boss and to the leader of the seminar
591078 - he found helpful at Cal Tech. This process would provide an
591079 - arms-length opinion to Morris as a metric of his own analysis on the
591080 - prospects of Communication Metrics to support innovation and improve
591081 - earnings at Chips, which he feels are important goals.
591083 - [On 970607 Morris did not have time to do this, ref SDS 36 0012.]
Medit Memory Management
6005 - ..
600501 - Followed up work at ref SDS 34 line 207, ref SDS 29 line 167.
600503 - ..
600504 - I mentioned this only briefly that I have considered this approach and
600505 - am not sure a separate report writer will work very directly. Possibly
600506 - Morris and I can consider this more when he has time.
Distribution. . . . See "CONTACTS"