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For example, does the supply chain source from factories or suppliers in different countries If a rm already has or is moving towards such cross-boundary processes, then in the interests of being able to support smoothly the corresponding information exchange requirements, global IT standards for the respective business applications will generally need to be developed On the down side, this traditionally meets with signi cant organizational resistance; on the up side, it is something that should really be championed and owned primarily by the business itself, not IT The role of IT is simply to deliver the technology solutions, and run the supporting infrastructure This business requirement to deliver standard, or at least harmonized, solutions has a consequent effect on the level of standardization required in the supporting infrastructure Throughout, the pressure to establish global IT standards is the need to meet direct business information requirements, ie.

(4.36)

provide immediate business value However, in many multinational rms, business processes are run neither globally nor even regionally, and pressure from line managers to provide global IT support is minimal Nevertheless, there can still be an excellent case for global IT standards, although the drivers for them will be different This is the time to take a fundamental step back from business driven applications and instead to focus on using global IT standards to improve the underlying IT infrastructure both in terms of service and costs If, for example, there is a basic requirement to be able to support generic communication across units, then there will be at least tacit business support for the global introduction.

Dashboards are critical to many of the DMAIC stages. The measure and analyze stage can use dashboards to monitor data that are tracking a process. With Excel s statistical functions, it s straightforward to plot control charts and have Excel automate the statistical analysis. Examples of this are in 24, Building Powerful Charts for Decision Making. The completion of many Six Sigma projects should include a dashboard for the control phase. By using some of the mapping methods described in this chapter as well as normal Six Sigma statistical process control methods, you can create dashboards that well help you control the process you have improved so it doesn t revert back to its previous errors. Your dashboard can act as an alert for process variation, a diagnostic tool to analyze relationships in the system, and a modeling tool for performance improvement.

company s maturity on these dimensions can be fairly represented in a five-level evolutionary path: 1. An operational level, characterized by individual data ownership and control, applied to tackle day-to-day functional issues 2. A consolidation level, where individual-level perspective is replaced by departmental- or functional-level standards, metrics, and perspective on all dimensions 3. An integration level, which expands Level 2 consolidation into an enterprise-wide view 4. An optimization level, in which the organization can better understand its markets and constantly adapt to stay optimally aligned with those markets 5. Finally, an innovation level, in which a significant percentage of revenue is gained from projects and ideas less than three years old and where growth is fueled by ongoing creativity and renewal Each level is a natural and necessary precursor to the next higher level; each higher level encompasses and exceeds all previous levels. Although some 70 percent of today s organizations operate at Level 2 or below, the winners of the coming decade will be the ones that surpass their competition and doing that likely requires advancement to Level 3. However, the company that reaches Level 3 will quickly see the strategic advantages of reaching Level 4 and will chart a course to get there. Level 5 is the key to sustainable growth in an environment where even the best ideas can quickly become copied and commoditized. The good news is, no matter how simple or convoluted an organization s current information architecture, a logical path has been charted to guide evolution into an information-driven, intelligent entity a survivor. This book describes the characteristics of each evolutionary level along four key dimensions infrastructure, process, people, and culture and provides a high-level road map for evolving to the highest level your organization can attain.

An interface group may consist of BOTs, physical interfaces, or a combination of BOTs and interfaces. With an interface group configured as a BIS trigger, the backup interface is not enabled until all components of the interface group are in a down state.