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Enterprise Service Systems Engineering:
Executive Overviews for the Four Finalists for the IISE Outstanding Service Systems Engineering Award
Vittal Prabhu
Chair in Service Enterprise Engineering
Penn State University
IISE SSE Award Chair
David Reid, Sr. Principal Team Lead,
Restaurant Experience, Chick-fil-A
Kathy Zavaleta, Sr. Principle Health Systems
Engineer, Mayo Clinic
Xiaolei Xie, Assoc Prof, IE, Tsinghua
University
Aly Megahed, AI Research Manager and
Master Inventor, IBM
7 July 2020
Thank You to Our Partners and Sponsors
• Institute of Industrial & Systems
Engineers:
• Chapter #1 (HQ Columbus)
• ISE/OSU Professional Chapter
• Michigan Chapter
• Indiana Chapter
• Greater Miami Chapter
• Student Chapters at Ohio State
and Virginia Tech
IISE Professional Affinity GroupsIISE Professional and Student Chapters
Vittal PrabhuProfessor & Charles and Enid Schneider Faculty Chair in Service Enterprise Engineering
Marcus Department of Industrial and Manufacturing Engineering
Penn State
SEE360.psu.edu
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1800 1850 1900 1950 2000 2018P
erce
nta
ge o
f To
tal
Year
Agriculture
Goods
Services
Value from harvesting nature
Agriculture
Value from making products
Goods
Value from enhancing the capabilities of things
(customizing, distributing, etc.) and interactions
between things
Services
US Growth of the Service Economy
Our Viewpoint
“Engineering the 21st-Century Service Economy”
SEE 360
Awareness
Students, Parents,
Teachers, Industry
Academics
SEE Minor, Ph.D. IE –
OSA, (B.S. M.S.)
Advancement
Research Projects,
Emerging Opportunities,
Entrepreneurship
For students in Penn State
Penn State Projects
SEAL and
sponsored
projects
SEE Project
s
Harold and Inge Marcus Department of Industrial and Manufacturing Engineering
Outstanding Innovation in Service Systems Engineering Award
• Purpose: to recognize outstanding innovation in performance improvement in the Service Sector(s) via the application of Industrial and Systems Engineering.
• Rubric:– Innovative– Achieved Measured Positive Outcomes– Impact on progressing ISE’s contribution to the Service
Sectors– Advances knowledge and methods for applying ISE to
Service Systems.
Analytics for IBM’s IT Services Tendering Processes
Aly Megahed, Taiga Nakamura, Shubhi Asthana, and Sandeep Gopisetty (IBM Research)Mark Smith, Michael Rose, and Maja Daczkowska (IBM Services)
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✓ IBM Services designs, builds, and runs foundational systems and services that are the
backbone of the world's digital economy
✓ Clients of IBM Services include 4 out of the top 5 airlines by revenue, 8 out of 10 leading
mobile operators, 8 out of 10 largest automobile manufacturers, and many others
✓ Global Technology Services had a $34B+ revenue in 2018
✓ Each single deal is worth a few million to multiple billion dollars✓ Our business provides client customers with various capabilities
✓ Defined in a Request for Proposals (RFP)✓ Up to 10 competitors for each deal✓ Client objectives defined in a typical engagement lifecycle: between 3-12
months✓ Each opportunity may include such services as Cloud, Mobility, Unix, Mainframe,
Network Services, as well as service delivery management and governance✓ 10K: average number of components in a typical complex opportunity✓Contract durations: typically 3 to 5 years
Background and Business Overview
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BEF
OR
E/PA
ST MANUAL
SLOW
PAPER BASED
FRAGMENTED
Business Problem (Pain Points)
RFP Analysis
Costing
Pricing
Market Benchmarking
Win Prediction
• 100s (or 1000s) of pages. Used to take days, big team, and expertise
• Spreadsheets• Thousands of screens of cost detail in various costing tools
• Spreadsheets on top of costing tables
• Gut feel or no real view to market pricing
• No analytics on deal progress/how to manage the pipeline
Pricing
Client
Costing
Opportunity Selection
Technical Solution Costing
Commercial Solution Pricing
ManualBy Person
ManualSpreadsheet
Based
ManualExperience
Based
Technical &Commercial
Strategy Development
Win Strategy Setting and
Review
No Market View
Client Proposal
Client Requirements
Iterative
Lack of Competitive
Insight
IT Services Proposal - BEFORE
Win Prediction - non-existent or gut feel
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RFPInterpretation
IBM Research
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• Largest industrial research organization in the world
• More than 3,000 researchers in 12 labs located across six continents
• Dedicated to applying AI, analytics, and science to industry challenges
• Scientists from IBM Research have produced:
• Six Nobel Laureates
• 10 U.S. National Medals of Technology
• Five U.S. National Medals of Science
• 6 Turing Awards
• 19 inductees in the National Academy of Sciences
• 20 inductees into the U.S. National Inventors Hall of Fame
Opportunity Identification
We’re bringing analytics to transform subjective, time-consuming business judgments into informed decisions based on data-driven insights
Deal Validation & Qualification
Deal Pursuit Contract Delivery
▪ RFP Mapping– Identify Client
Reqs.
– Map Reqs. to
Offerings
▪ Costing Analytics
▪ Price to Win
Analytics
▪ Market
Benchmarking
▪ Predicting Deal
Outcome– Monitoring Status
of Opportunities
▪ Re-Pricing– Deal
Competitiveness
Assessment
▪ Deal Closure
Prediction
Our Work Addresses Sales Pipeline Management
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DeliveryEngagementBusiness Development
Business Development
Descriptive
Deal Win Prediction and Sentiment AnalysisPredictive
+ Descriptive
Request for Proposal (RFP) Analytics
Descriptive
Deal Progress Monitoring Predictive
Deal Competitiveness Assessment
CostingPrescriptive
+ Predictive
Pricing
Opportunity Identification
Deal Validation & Qualification Deal Pursuit Contract Delivery
Prior Deals ServiceOfferings
People Profiles
ServiceDelivery Data
Current DealsPipeline
Revenue Info
+ Prescriptive+ Predictive
Prescriptive+ Predictive
Methodology and Solution: Engagement Lifecycle Analytics
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Techniques Used:• Text Mining• Natural Language
Processing• Machine Learning• Integer
Programming• Blackbox
Optimization• Data Mining• Custom
techniques featuring all the above!
• RFP documents are very different. Mining documents and traditional techniques are not sufficient • Solution: A custom text mining and natural language processing method
• Get a consistent format • Semantic structure identification• Custom text mining for section classification • Custom natural language processing for requirement classification
RFP Analytics
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Extracting Client Requirements
RFP Analytics: Mapping Requirements to IBM Offerings
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• A mixed integer programming problem, but • Cost function has no closed-form expression, and is computed by a black-box• Each query of the black-box is expensive (~ 15s per query)
• Solution: • Approximate the cost offline• Then, online, switch between querying actual function and approximate one
Requirements
Attributes (yi)
Offerings (xi)
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Price-to-Win-Analytics
൯𝑀𝑎𝑥𝑝 𝑝 − 𝑐 ∗ 𝑝𝑟(𝑝
Classification Model (Price Sensitivity)
Costing Analytics and Pricing Optimization
Cost Mining of Historical Data of the
Peers
Recommender System for
Missing Values
Peer Selection Algorithm
Continuous Improvement on
Ophthalmology Outpatient
Department Service
Tsinghua
University:
Bowen Pang, Hangtian Li, Yilin Zou,
Xiaolei Xie(advisor)
Tongren
Hospital:
Xiaoxi Jia, Chuan Zhang,
Wei Tian (advisor)
Team members:
IISE Service Systems Engineering Outstanding Innovation Award Presentation
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⚫ Beijing Tongren Hospital was founded in 1886 with a history of 132 years. Originally established
by an American Methodist church specializing in ophthalmology, it gradually developed into a
comprehensive hospital with special features, and its ophthalmology department was among the top
3 nationwide.
⚫ There are three sub-districts in the hospital, with a daily average of 10,000 outpatient visits. The
outpatient volume of ophthalmology patients accounts for about 40% of the total outpatient visits,
and the number of patients from other provinces account for 60%-70% of the total number.
Background
Long procedure and waiting timeComplex physician
scheduling policy
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Ophthalmology
outpatient service
improvement
Methodology Sketches
Outpatient process
and layoutPatient arrival Service time data
Establish simulation model to
analyze process designs
Propose process
optimizationAnalyze
results
Obtain the
optimal solution
Summarize
the rules
Formulate
MIP model
Enumerate
constraints
Input
parameters
CPLEX
solution
Simulation
analysis
Summarize
the rulesFormulate
MIP model
Simplify
the model
Results analysisModel
adjustment
Improving
process
Physician
scheduling
Layout
planning
• Reduce patient waiting time
• Improve patient satisfaction
• Improve hospital
management efficiency
• Improve space utilization
• Reduce congestion
Problem Identification &
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Improvement on Queueing Rule
Improved Ophthalmology clinic hall queueing rule
7:30 a.m. ophthalmology clinic hall
Before
After Waiting Area
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Simulation Model
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•Proposal: Combine blocks 2 and 6, balance
the number of consulting rooms in the three
blocks, and then move the inspection service
points to blocks 3,4 and 6.
Proposals and Evaluation
The work has been published in Chinese Hospital Management (Chinese core journals, with more than 4,000 submissions per year, and the rate of publication is around 8%)
Index before after
Number of visits before 12:00
567 727 (28.2%)
Number in waiting hall 100 15
Number waiting in the third and fourth districts
0 35
Number waiting in the second and sixth districts
0 20
Flow profile (before improvement) Flow profile (after improvement)
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Simulation Optimization
Real System
High fidelity simulation
model
Low fidelity mathematic
model
1. Design simulationmodel and calibratemodel parameters.
2. Calibrate parametersusing simulation outputdata.
3. Obtain optimal design using mathematic model.
4. Verify the designgiven by low fidelitymodel.
5. Implementthe design.
Mathematical model
Simulation model
AdvantageHigh
efficiencyHigh fidelity
Disadvantage Low fidelity Low efficiency
•Replicating the simulation model in order to
find a better system design has low solution
efficiency.
•We propose an output fitting method
combining mathematical models to improve
the efficiency of the solution.
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Physician Scheduling
There are 45 sub-departments in the hospital’s ophthalmology clinics and approximately 200
doctors.
Each doctor has their own rotation requirements, and a monthly schedule is required.
Manual recording
Generate
Manual scheduling
Time
consuming
More
mistakes
Not human-based
management
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Scheduling Software
Import information
One-click scheduling
Edit doctor
information
For practical use by the doctors. We have written a GUI interface.
manual software
The software is convenient to use. It directly outputs the color formatted Excel and
the name of each department with the corresponding rotation doctor.
3131
Summary of Physician Scheduling
Rotation record is
confusing and non-
standardized.
Doctors’ rotation wishes
are satisfied with low-rate;
Scheduling performance is
difficult to evaluate.
Time consuming, which
takes upwards of 1 day;
Not easy to modify the
schedule.
Rotation data records are clear
with strict rules.
Improved satisfaction on
doctors’ rotation wishes;
Clear evaluation indicators.
Solve and output time within
10 seconds;
Easy to add new constraints
and obtain the new results.
Unified data
format
CPLEX
solution
Objective
function
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New Area Layout Planning
Challenges of Layout planning of the Ophthalmology Department
• Vision Check is an inspection before diagnosis, which is a congestion point of the outpatient process.
• Ophthalmology patients need to do various inspections, go there and back during the outpatient process, which
increases the travel distance.
Formulate MIP model to minimize
the travel distance of patients
Simplify the model based on the
ophthalmology outpatient process
Adjust the model according to the
analysis of patient flow
Solving procedure Problem size: 38^4 (2.09 million) decision variables and
constraints, using Cplex Studio to solve will take a long time.
The model can be solved now and plan 1 is obtained.
Plan 2 is obtained and the performance is better than plan 1.
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Layout Planning Result
Original plan Plan 1 Plan 2
Total walking distance (unit distance) 81086 50559 45756
Distance change percentage －38% －44%
Continue
Adjusting
Plan 1 Plan 2
Re-arrange
Vision Check
Vision Check
Original plan
Vision Check
Result:
• Reduce walking distance
• Reduce going there and back, thus relieve congestion
• Improve space utilization
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Waiting time
Process time Satisfaction
2/3 of the patients finish the total process in 2.5 hours.
The satisfaction rate is improved to 82.5 points.
The waiting time for inspection is reduced by 15%;
The total process time is reduced by 7%;
The satisfaction rate is improved by 10%.
82% of the patients finish the inspection process in 30 minutes.
Summary of Improvement
Before
After
Institute of Industrial and Systems Engineers (IISE)
Service Enterprise Engineering (SEE 360) in Penn State’s Harold and Inge Marcus Department of Industrial and Manufacturing Engineering
Thank you for the opportunity to present our work.
©2020 MFMER | 3639846-36 | Confidential & Proprietary
Business Confidential Management Engineering & Consulting
Department of Management Engineering & Consulting
Mayo Clinic150 Years of Innovation
Service Innovation, Opioid Stewardship,
and the Value of Systems Engineering
©2020 MFMER | 3639846-37 | Confidential & Proprietary
Business Confidential Management Engineering & Consulting
It’s estimated that
more than enough opioids are
prescribed each year to give every
American their own bottle of pills.
Centers for Disease Control and Prevention (2014)
©2020 MFMER | 3639846-38 | Confidential & Proprietary
Business Confidential Management Engineering & Consulting
©2020 MFMER | 3639846-39 | Confidential & Proprietary
Business Confidential Management Engineering & Consulting
©2020 MFMER | 3639846-40 | Confidential & Proprietary
Business Confidential Management Engineering & Consulting
Applying IISE Body of Knowledge to Opioid Stewardship
Real-time Dashboards
Heat Maps Process redesign
Operational Workflows
Best Practice Toolkits
Surveys & Focus Groups
©2020 MFMER | 3639846-41 | Confidential & Proprietary
Business Confidential Management Engineering & Consulting
148%
RESULTSDecrease in mean oral MME for hip & knee patients
90% all opioid prescriptions meet target < 90 MEDD
Decrease in prescriptions for chronic therapy
Reduction in mean MME for chronic therapy prescriptions
20% 58% 90%
Stated in morphine equivalent (MME) or morphine equivalent per day (MEDD)
©2020 MFMER | 3639846-42 | Confidential & Proprietary
Business Confidential Management Engineering & Consulting
Control Chart of Morphine Equivalent per Day (MEDD)
Wisconsin Primary Care Chronic Opioid Therapy Registry
20% Reduction in Mean
©2020 MFMER | 3639846-43 | Confidential & Proprietary
Business Confidential Management Engineering & Consulting
Time Series Plot of Number of Chronic Therapy Orders
Wisconsin Primary Care Chronic Opioid Therapy Registry Jan. 2018-May 2020
58% Reduction in No. Orders
©2020 MFMER | 3639846-44 | Confidential & Proprietary
Business Confidential Management Engineering & Consulting
Twenty million Americans suffer
from a form of addiction.
Facing Addiction in America
US Dept. of Health and Human Services (2016 )
©2020 MFMER | 3639846-45 | Confidential & Proprietary
Business Confidential Management Engineering & Consulting
As members of
the IISE community
we put our engineering knowledge
to work in innovative ways.
©2020 MFMER | 3612552-46 | Confidential & ProprietaryManagement Engineering & ConsultingBusiness Confidential
Questions & Discussion
From Lean Modules to Lean Mindset • January 17, 2020 • David B. Reid 48
FROM LEANMODULES TOLEANMINDSET
Leveraging Your Organization’s Greatest Asset for Accelerated Improvement
David B. ReidSenior Principal Team LeaderProduction DesignChick-fil-A, Inc.david.reid@cfacorp.com
July 17, 2020
From Lean Modules to Lean Mindset • January 17, 2020 • David B. Reid
TOP DOWN APPROACH TO LEAN
49
Costly
Not Scalable
Too Slow
1.
2.
3.
From Lean Modules to Lean Mindset • January 17, 2020 • David B. Reid 50
IF OUR PEOPLE ARE OUR GREATEST ASSET,AND
LEANIS OUR GREATEST TOOL,
THEN
WHY AREN’T WE LEVERAGING THEM TOGETHERTO ACCELERATE OUR IMPROVEMENT?
From Lean Modules to Lean Mindset • January 17, 2020 • David B. Reid
A BETTER WAY: A MODEL TO REDUCE THE EIGHTH WASTE
51
T I M W O O D Y
Where do we capture, prioritize, and share our Team Members’ best ideas to improve?
YOUR TEAM’S IDEAS
From Lean Modules to Lean Mindset • January 17, 2020 • David B. Reid
DEVELOPING A LEAN MINDSET
53
Motivate for Lean (Where's Your Pain Point?)
Teach Lean Principles
Set a Sandbox
Build a Sharing Community
Celebrate Wins
Provide Paths for Deeper Learnings
From Lean Modules to Lean Mindset • January 17, 2020 • David B. Reid
SANDBOX BOUNDARIES
54
From Lean Modules to Lean Mindset • January 17, 2020 • David B. Reid
SANDBOX BOUNDARIES
55
IMPROVEMENT SANDBOX
8 WASTES5S
ROOT CAUSEORDER ACCURACY
INVENTORY STORAGEVISUAL MANAGEMENT
TIME & MOTIONETC.
FOOD SAFETY
PEOPLE SAFETY
PR
OD
UC
T Q
UA
LIT
Y
EQU
IPM
EN
T W
AR
RA
NT
Y
From Lean Modules to Lean Mindset • January 17, 2020 • David B. Reid
DEVELOPING A LEAN MINDSET
56
Motivate for Lean (Where's Your Pain Point?)
Teach Lean Principles
Set a Sandbox
Build a Sharing Community
Celebrate Wins
Provide Paths for Deeper Learnings
From Lean Modules to Lean Mindset • January 17, 2020 • David B. Reid 57
MOST POPULAR LEAN IDEAS BY TEAM MEMBERS
57
Project Category DescriptionNumber of
“Likes”
Number of
Comments
Total “Likes”
and Comments
“Forget to
Scan?”
Receipt Text
App
Ordering
Add “Forgot to Scan Your App? One.chick-fil-
a.com/forgot2scan” to receipt. Provides
Customer convenience as well as saving time
for the next Guest at the register
330 315 645
Multi-Biscuit
MoldSmallwares
TM welded multiple biscuit cutters together to
reduce motion of cutting one at a time301 132 433
Peppermint
DispenserProcesses
Mounted a second Razzle Cookie Dispenser
next to Oreo crumb Dispenser for Peppermint
Chocolate Chips
265 130 395
Dipping Sauce
DisplayMarketing
Created a small rack to sit on top of Drink
Tower at Front Counter. All dipping sauces fit
in the rack to provide an immediate visual
answer to the evergreen question “What kind
of sauces do you have?”
176 51 227
Salad Table
Job AidProcesses
Took all PDF job aids from training materials
related to Salads and combined them into a
poster for easy viewing at Salad Table
117 48 165
From Lean Modules to Lean Mindset • January 17, 2020 • David B. Reid 58
EXAMPLES
From Lean Modules to Lean Mindset • September 24, 2018 • David B. Reid
YOU’VE GOT THIS!
QUESTIONS?
IISE’s Global Response—We Engineer Value (Even in Times of Major Disruption)
30 Jan 2020: How to Design and Execute Flow Workshops in Healthcare—OSU
University Hospital East Case Example (Scott Sink and Olivia Vance)
25 Feb 2020: Agile Principles and Methods to Accelerate Critical Process
Innovation and Improvement—Joan Tafoya and Caitlyn Kenney
19 March 2020: Creating Cultures to Support Performance Excellence (crucial
foundational element for surviving major disruptions!!) (David Poirier, President IISE)
Webinars that Matter in the face of COVID-19
Engineering Management Systems to Ensure
Survival and Success
If you missed these timely, great Webinars, go to this link on the
IISE Website and get to them.
https://www.iise.org/details.aspx?id=46729
Navigating your Business Through the COVID-19 Crisis—7 April
Business Continuity Strategies and Tactics in Periods of Major Disruption—16 April
James A. Tompkins Ph.D.
Chairman, Tompkins International
Engineering Management Systems to Ensure
Survival and Success
David Poirier, P.E.
CEO The Poirier Group
https://www.iise.org/details.aspx?id=46729
And to get to these latest two, same location/link…..
The Role of Data and Information(Engineered Management Systems)
in Periods of Major Disruption
Driving Benefits Realization Faster with Operational Analytics
Jared Frederici,
North American Program Lead,
The Poirier Group
Ben Amaba,
Global Chief Technology Officer
Data Analytics and AI Elite Team,
Industrial Manufacturing
IBM
https://www.iise.org/details.aspx?id=46729
Housekeeping
A webinar recording will be made available after the
session, follow up e-mail you will receive tomorrow.
Download the presentation DURING the Webinar, before
it ends!! and request extra handouts after the webinar.
Questions? Type them in the CHAT window and we will
answer as time permits.
Follow up questions are welcomed and contact
information is provided at the end of the presentation.
And, the Recording and Presentation pdf will be available
on IISE’s website for IISE members shortly after the
webinar date—Training/Webinars/Performance
Excellence. Membership Has Privileges!!https://www.iise.org/details.aspx?id=46729
• Vinny is a Member of IISE and the Society for Health Systems.
• The State of Utah asked Goldratt to Project Manage the Covid Response effort. The Goldratt team is playing a role in putting together the strategy and implementing it. We are mainly focused on Data Analytics and Insights, Identifying, Testing and Tracing efforts in regards to Covid.
• In simpler terms, everyone from the state and Dept of Health still have their day jobs on top of this, so our main job is helping coordinate the efforts.
About Vinny and this Case Study
You can download the deck (handouts)
You will receive an e-mail tomorrow with link to recording.
You can go to this IISE link soon and get deck and recording.
https://www.iise.org/details.aspx?id=46729
What’s your #1 takeaway
learning?
What’s your #1 action item?
What’s your #1 new question
you are pondering?
Pioneering and Engineering a New WorldJim DobsonSenior Manager, Business Planning & Industrial EngineeringWalt Disney Parks, Experiences, and Products
Rescheduled due to Logmein Audio Failure Mode.
Now 16 June 11-12 EDT
https://attendee.gotowebinar.com/register/5384715
667845858320
Upcoming Webinars that Matter
Professor Prabhu from Penn State will moderate for
:10 minute, TedTalk style executive summaries from the
four Finalists for IISE’s Prestigious Outstanding Service
Systems Engineering Award. (Chick-fil-A, IBM
Research in AI, Beijing Tongren Hospital, and Mayo
Clinic)Registration URL
https://attendee.gotowebinar.com
/register/8367755584608147723
Mike Sherwin from IISE’s Logistics & Supply Chain
Division and ISE at University of Pittsburgh and Jon
Carmona from the Poirier Group will share insights
and methods for making Supply Chains more Resilient.
IISE’s Annual Conference
Membership Has Privileges—Consider joining IISE? https://www.iise.org/Annual/details.aspx?id=560
Attend our Performance Excellence
Track
Customer and Member Satisfaction and Feedback Survey
Resilience Reexamined: Reengineering How We do Business and Ensure Public Safety
Vinny Monteiro
The Goldratt Consulting Group
and
IISE Society for Health Systems
You can download the deck (handouts)
You will receive an e-mail tomorrow with link to recording.
You can go to this IISE link soon and get deck and recording.
https://www.iise.org/details.aspx?id=46729
Thank You!
You will be receiving an e-mail tomorrow that will include a link to the recording of the session today.
Contact us for More Info:
SHS:
Aaron Kanne akanne@carelogistics.com
Ali Hobbs ali.hobbs@catalysthc.com
Vinny Monteiro vinny.monteiro@goldrattgroup.com
Scott Sink:
• https://www.linkedin.com/in/dscottsink/
• ssink@jumpcurves.com
70
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