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Информация как актив - история успеха от лидера авиации

16 сентября 2011
Информация как актив - история успеха от лидера авиации
Федеральная Авиационная Администрация (ФАА) выдала срочную директиву, согласно которой инженеры Боингов моделей 737-300, -400 и -500, перешагнувших порог 30 000 взлетов-посадок, обязаны проводить тесты с инспекторами насчет ранних признаков зарождающихся повреждений. Такие проверки должны проводиться не реже, чем раз в 500 циклов. Узнайте, как компания справляется с такими сложными процессами и как Вы можете применять это в своем бизнесе. (Новость опубликована на английском языке).

Imagine the information governance that the FAA, Boeing, and individual airlines must have in place. First they must quickly identify the causal issue, based on detailed maintenance logs, manufacturer data, and the specific manufacturing processes involved. Next, they must (just as quickly) do some predictive analytics to find where similar problems may be lurking to stop a disaster before it occurs. These predictive analytics must be run across individual airlines and take into account multiple parameters: manufacturer, manufacturing process, model numbers, inspection logs, and more.

As if that wasn’t enough, Southwest Airlines alone had to cancel flights, notify passengers, move aircraft around, and rebook at least 600 flights.

To accomplish all this, these organizations had to identify critical data elements—clearly and in advance—that they needed to track (maintenance logs, manufacturing processes, etc.). They also had to document their information policies: how long to keep information, how to analyze information in maintenance logs, what service level agreements (SLAs) were in place for notifying passengers of flight changes, and so on.

I can’t understate how the business processes above absolutely rely on clean, consistent information. If a model number is not stored according to the defined data standard, quick access to that aircraft wouldn’t happen. The risk of NOT applying information governance principles is well known and unacceptably high.

Now think about your business.

  •     Which information elements are absolutely critical to your business?
  •     Which business processes depend on high-quality information elements?
  •     What does high quality mean to each individual business process?
  •     Which elements must be dealt with first?
  •     Who owns understanding the ramifications of poor governance and driving the information governance program   forward?
  •     Do you have an accurate assessment of where you are now?
  •     Could you quickly use predictive analytic techniques to avoid large problems proactively?

Get your organization talking about how quality, timely information is critical to business function, value, and risk reduction. If independent agencies, government contractors, and the federal government can do it, it’s tough for you to say “it’s too hard.”