Proceedings Of The Sixth International Conference On Information Quality

Proceedings of the Sixth International Conference on Information QualityThe Implementation of Information Quality for theAutomated Information Systems in the TDQM Process:A Case Study in Textile and Garment Company inThailand (Research Paper)Athakorn Kengpol, King Mongkut's Institute ofTechnology, ThailandA Methodological Approach to Data QualityManagement Supported by Data Mining(Research Paper)Udo Grimmer, DaimlerChrysler, GermanyHolger Hinrichs, Oldenburg Research and DevelopmentInstitute for Computer Science Tools and Systems,Germany3:00 - 4:303B Parallel Paper Session: Improving Quality ofSearches & QueriesSession Chair: Beverly Kahn, Suffolk UniversityA Data Quality Browser (Research Paper)Theodore Johnson, AT&T LabsTamraparni Dasu, AT& T LabsFrom Databases to Information Systems - InformationQuality Makes the Difference (Research Paper)Felix Naumann, IBME51-3763:00 - 4:303C Parallel Paper Session: IQ and the DecisionMaking ProcessSession Chair: Diane Strong, WPIConceptual Ideas Underlying the InformationEngineering Approach for Decision Making in Textiles(Research Paper)Yatin Karpe, North Carolina State UniversityGeorge Hodge, North Caroline State UniversityNeil Cahill, Institute of Textile TechnologyWilliam Oxenham, North Carolina State UniversityAn Assessment of the Theory Underpinning the Role ofInformation Quality in the Single-Loop DecisionMaking Model (Research Paper)Raul M. Abril, Brunel University, U.K.Information Envelope and its Information IntegrityImplications (Research Paper)Vijay Mandke, Unitech Systems, IndiaMadhavan K. Nayar, Unitech Systems, IndiaKamna Malik, Institute of Management Technology, IndiaE51-335Saturday, Nov 3vi

Proceedings of the Sixth International Conference on Information Quality4:30 - 6:00 Plenary Panel: Progress in Information Quality:Why So Slow?Moderator: James D. Funk, SCJPanelists:Thomas C. Redman, Navesink ConsultingLarry English, Impact InternationalTony Tortorice, Predictive Modeling LLCKen Orr, The Ken Orr InstituteStuart E. Madnick, MIT Sloan School of Management51-345SUNDAY, November 48:30 - 9:00Registration and Continental BreakfastE51-3459:00 - 10:304A Parallel Paper Session: Defining InformationQualitySession Chair:Leo Pipino, UMASS, Lowell (IQ 2002Publicity Chair)A Conceptual Framework and Belief FunctionApproach to Assessing Overall Information Quality(Research Paper)Matthew Bovee, The University of KansasRajendra P. Srivastava, The University of KansasBrenda Mak, The University of KansasA Generic Framework for Information Quality inKnowledge Intensive Industries (Research Paper)Martin Eppler, University of St. Gallen, SwitzerlandA College Course: Data Quality in InformationSystems (Research Paper) Craig Fisher, Marist CollegeE51-3729:00 - 10:304B Parallel Paper Session: Improving IQ in theHealthcare IndustrySession Chair: Yang Lee, Northeastern UniversityOverview of Deloitte & Touche's Approach toInformation Quality (Practice Oriented Paper)John Gimpert, Deloitte & ToucheTim Krick, Deloitte & ToucheData Quality and Medical Record Abstraction in theVeterans Health Administration's External PeerReview (Practice Oriented Paper)James H. Forsythe, West Virginia Medical InstituteJonathan Perlin, VHA Office of Quality and PerformanceJohn Brehm, West Virginia Medical InstituteE51-376Saturday, Nov 3— Sunday, Nov. 4vii

Proceedings of the Sixth International Conference on Information QualityThe Canadian Institute for Health Information DataQuality Framework, Version 1: A Meta-Evaluation andFuture Directions (Practice Oriented Paper)J. A. Long, Canadian Institute for Health InformationJ. A. Richards, Canadian Institute for Health InformationC. E. Seko, Statistics Canada10:30 - 10:45Coffee Break10:45-12:155A Parallel Paper Session: Assessing InformationQualitySession Chair: Mostapha Ziad, Suffolk UniversityTracking the Physical and Information Product Flowsin Mobile Patient Service Supply Chain: A Real VisionLab Approach (Research Paper)P. Balasubramanian, Boston UniversityG. Shankaranarayan, Boston UniversityR. Wang, Boston UniversityNon-Intrusive Assessment of Organizational DataQuality (Research Paper)Binling Jin, University of Manchester, U.K.Suzanne M. Embury, University of Manchester, U.K.Using Control Matrices to Evaluate InformationProduction Maps (Research Paper)Elizabeth Pierce, Indiana University of PennsylvaniaE51-37210:45 - 12:155B Parallel Paper Session: Issues in InformationQualitySession Chair: Jim Hurysz, Data QualityData Quality Issues in Service Provisioning & Billing(Research Paper)Tamraparni Dasu, AT&T LabsTheodore Johnson, AT&T LabsIntroducing Data Quality in a Cooperative Context(Research Paper)Paola Bertolazzi, IASI-CNR, ItalyMonica Scannapieco, University of Rome, ItalyInformation Quality and Large Scale Project BudgetTracking (Practice Oriented Paper)Viktor Dvurechenskikh, Comptroller of Moscow, RussiaVladimir Baranov, Comptroller of Moscow, RussiaGeorge Huntington, ConsultantE51-37612:15 End of IQ-2001 ConferenceSunday, Nov. 4viii

Proceedings of the Sixth International Conference on Information QualityMeta-Information QualityAbstract For Keynote AddressDane S IversonSr. Vice President Enterprise Information Solutions - IngenixData and information quality is based on several factors. Some of the basic requirements forinformation quality are comprised of data that must be accurate, complete, timely, accessible andunderstood for use by knowledge workers. A prerequisite for these factors is the quality of themeta-data. The focus of the keynote address will discuss how metadata enables informationquality.As a foundation metadata is the semantic structure, definitions, and descriptive attributes aboutthe data that need to be communicated and used to enable information quality. To improveinformation quality the metadata attributes must go beyond the typical data dictionary names anddefinitions with technical details. The metadata should include process and proceduredocumentation such as data capture, storage, and transformation rules for technical support. Tosupport end user’s data understanding and information quality initiatives it should documentquality and usage metrics, examples and data use tips and many others meta-data attributes thatwe will discuss. The purpose of metadata is to communicate, educate, and facilitate the use ofthe data.The challenge is to make metadata useful and available when needed by information handlersand knowledge workers. The metadata must be concise, rich in detail but not overwhelming.The access to metadata needs to be layered to support better communication and education aboutthe data to a wide audience. The message is metadata quality supports information quality as thefoundation to enable the use of data.1

Proceedings of the Sixth International Conference on Information QualityStorytelling as a Management Tool:Institutionalizing the Data Quality Functionat Cedars-Sinai Medical Center(Practice-Oriented Paper)Bruce N. Davidson, Ph.D., M.P.H.Director, Resource & Outcomes ManagementCedars-Sinai Medical CenterExecutive SummaryEspecially in the hospital setting, motivating support for the implementation of informationquality (IQ) standards and policies can be a daunting task. Priorities for both leadership andemployees focus first on direct patient care, second on meeting budgets, third on patient careimprovement, and only at a much more subterranean level on managing IQ. This is true despitethe fact that higher-level priorities in many ways depend upon the timely availability of accurateinformation for administrative and clinical decision-making. While there are a number of currentlegislative and regulatory initiatives that would impose IQ standards upon healthcareorganizations, at the same time, the healthcare industry is experiencing decreasing revenue perunit of output as purchasers and payers try to reduce their costs.In this type of environment, how can leaders be motivated to prioritize IQ work, and how canemployees be motivated to allocate the time and energy required to carry out that work? Oneway, certainly, is to quantify the impact of poor quality information, for example in terms of lostrevenue or lost customers. However, it is generally agreed that this is conceptually difficult, andfurthermore, dry lists of numbers do not always succeed in sufficiently mobilizing thecommitment needed to squeeze yet another high priority task into a day that is already full tooverflowing with high priority tasks. This Practice-Oriented Paper explores storytelling as amanagement tool that can serve to capture the interest and support needed to successfullyestablish and implement IQ standards and policies.2

Proceedings of the Sixth International Conference on Information QualityLarge Urban Teaching Hospitaln875 BedsAlmost 10,000 personnel– 8,000 Employees– 1,750 Physiciansn 2 Billion in gross revenuen “Illuminated manuscript” as goldstandard for information transmissionStorytelling as a Management ToolnInstitutionalizing the Data Quality Functionat Cedars Sinai Medical CenterThe 6th International Conference on Information QualityNovember 3, 20014The 6th International Conference on Information QualityNovember 3, 20015The 6th International Conference on Information QualityNovember 3, 20016The 6th International Conference on Information QualityNovember 3, 2001Bruce N. Davidson, Ph.D., M.P.H.Director, Resource & Outcomes ManagementCedars-Sinai Medical CenterLos Angeles, CaliforniaThe 6th International Conference on Information QualityNovember 3, 2001nAcademic Medical Center/Health Systemn Largest Non-Profit Hospital in the Western USn Basic Annual Statistics––––350,000 inpatients90,000 outpatients60,000 ER visits7,000 deliveriesThe 6th International Conference on Information QualityNovember 3, 20013

Proceedings of the Sixth International Conference on Information QualityData Quality Initiative Emerges fromResource & Outcomes Management Dept.nnnnIt may look like a lot is going on,but where we’re reallygoing is still not that clear.Internal Consulting DepartmentProduces Clinically Oriented Information Productsto Support Systematic Patient Care ImprovementAssures Availability and Reliability of RequiredData and Validity of MethodsManages Information Flow Through InstitutionWide Quality Management and Medical StaffDatabase/Reporting Applications?The 6th International Conference on Information QualityNovember 3, 20017VisionnDPG Charter was renewed this year bysenior leadership, but its meeting frequencydropped from once per month to once everytwo months, and it has been cancelled once,so it has only met 3 times this year.n DQMWG Charter was renewed this year byDPG, but key departments, such as IS andFinance, rarely participate.Mission– To deliver information products that meet ourcustomers’ desired standards of integrity, completeness,accuracy, timeliness, and usabilitynObjectives– Delivery of specific information products– Information management for specific applicationsThe 6th International Conference on Information QualityNovember 3, 20018The 6th International Conference on Information QualityNovember 3, 200111History of DQ function at CSMCnn1997– DPG Convenedn1999– DQ Concept Kick-Off– IQ Survey, round 2– DQ Mgmnt Objectives firstin FY 99-00 Annual Plan9The Sad Realities of Life2000nIt’s not enough to make a logical argumentand advocate for it vigorously.n Senior leadership has many pressing issuesto address and does not yet recognize therelative importance of this function.n Operational departments aren’t yetbudgeted to accommodate this function sostaffing levels don’t reflect required effort.– Big DQ Improvement Project– DQ Mgmnt Objectives again in FY00-01 Annual Plan– ROM Dept reorganization tocapitalize on DQ framework1998– TDQM Summer Course– DQMWG Spun Off of DPG– IQ Survey, round 1n?Since, for example – To be the trusted source for reliable informationn?The 6th International Conference on Information QualityNovember 3, 200110Resource & Outcomes Management Dept.’sVision, Mission, & Objectivesn?n2001– DPG & DQMWG Charters reviewedand renewed– DQ Mgmnt Objectives re-emphasizedin FY01-02 Annual Plan– IQ Survey, round 3The 6th International Conference on Information QualityNovember 3, 2001124The 6th International Conference on Information QualityNovember 3, 2001

Proceedings of the Sixth International Conference on Information QualityInstitutionalizing through ChangeLeading to One Point of View.nInstitutional Midwifen Trying to help an organization give birth to anew functionn It’s a painful process and there are risksn Can we play a role that will soothe themother’s pain and ensure the baby’s survival?13nThe 6th International Conference on Information QualityNovember 3, 2001The 6th International Conference on Information QualityNovember 3, 200116Improvement in InstitutionalizationAnd Another Point of ViewAgent of Changen All improvements are changes, but not allchanges are improvements.n How many psychiatrists does it take to changea light bulb?n Can we help the organization want to change?14Efforts to advocatevigorously for a logicalargument are nothaving the desiredimpact.What changes do Ineed to undertake inmy approach that mightincrease the impact?The 6th International Conference on Information QualityNovember 3, 2001nIncrease the degree to which the data qualityfunction is embraced by leadership and line staffalike.nHelp leadership recognize the relative priority ofthe data quality function and allocate resources sostaffing levels will reflect required effort.The 6th International Conference on Information QualityNovember 3, 200117What to do.? What to do ?Preview of Key PointsnIt’s hard to catch their attention, and whenyou do, they focus on little stuffn Framing and communications strategiesdominate the game plan at this stage ofinstitutionalization.n How to address it? Here’s my example.15The 6th International Conference on Information QualityNovember 3, 2001185The 6th International Conference on Information QualityNovember 3, 2001

Proceedings of the Sixth International Conference on Information Quality#1 PRIORITYSo how do you catch their attention?Numbers?Yes, you’ve gotta have numbers. But it’s hard tomeasure the overall impact of poor data quality, sowhen you do measure, you end up focusing on all thelittle fires.PATIENT CARE– How much money will we lose because the diagnosis codesin the contract aren’t the same as the patients’ actual codes?– How many days will we incur a fine because our requireddata submission to the state doesn’t meet their specs?The 6th International Conference on Information QualityNovember 3, 20011922The 6th International Conference on Information QualityNovember 3, 2001#2 PRIORITYBut numbers like that aren’t enough.CONTROLLING COSTSnnThey ask for numbers so you bring them numbers,and then they focus on putting out the all littlefires instead of on why there are so many littlefires that need to be put out to begin with.Perhaps they think that if we put out the little firesquickly enough we can keep the whole thing fromgoing up in flames. The 6th International Conference on Information QualityNovember 3, 20012023And as they put the little fires out.one by one.The 6th International Conference on Information QualityNovember 3, 2001#3 PRIORITYPATIENT CARE IMPROVEMENT TEAMSnYou’d think attention would automaticallymove in the direction of investing in thedata quality functionn But instead, they quickly turn their attentionback to the REAL priorities.21The 6th International Conference on Information QualityNovember 3, 2001246The 6th International Conference on Information QualityNovember 3, 2001

Proceedings of the Sixth International Conference on Information Quality without forgetting#4 priority?THE REAL PRIORITIES!!!DATA QUALITYIMPROVEMENT25The 6th International Conference on Information QualityNovember 3, 2001The 6th International Conference on Information QualityNovember 3, 200128 and always keeping in mind that.How do you convince them ?“All data are wrong.Some data are useful.”-- W. Edwards Demming26The 6th International Conference on Information QualityNovember 3, 2001The 6th International Conference on Information QualityNovember 3, 200129 that it’s worth the cost?Measurement for Improvementnnn27The 6th International Conference on Information QualityNovember 3, 2001307What are we trying to accomplish? (Aims)How do we know that change is an improvement?What changes can we make that will result in animprovement?A CTPLA NS TU DYDOThe 6th International Conference on Information QualityNovember 3, 2001

Proceedings of the Sixth International Conference on Information QualityDocumenting Improvement Over TimeTotal Hip Replacement LOSRelative PriorityALOS Quarterly and Financial Year MeannHow to influence relative priority whenthere are many competing high priorityprojectsn Taking what’s important to you and makingit important to themBegan focus onphysical therapyStart of CVIP6.05.55.0Implementation of DVTprophylaxis guidelines4.5Prostheses effort Q1199987Q2X-axis - total discharges/quarterThe 6th International Conference on Information QualityNovember 3, 200131The 6th International Conference on Information QualityNovember 3, 200134Storytelling.Salience and InternalizabilitynOffers context, relevance, emotion, and alasting mental imagen May be most powerful way of delivering acompelling and memorable messagen Strategic IssuesnChoosing an image that already has innatemeaning to most audiencesn Getting people to respond to the messagethrough a self-motivated mechanismn Can they tell the story too?– Framing– CommunicationsThe 6th International Conference on Information QualityNovember 3, 200132The 6th International Conference on Information QualityNovember 3, 200135Framing StrategynCommunications StrategyRelative Priorityn– Opening up the doorn– Huh?Saliencen– Innate meaning - powerful responsenPersuasion– OK, why should I do it?Internalizabilityn– Translating ideas into action33Simplification and RepetitionRole– My role as I see it and as they see itThe 6th International Conference on Information QualityNovember 3, 2001368The 6th International Conference on Information QualityNovember 3, 2001

Proceedings of the Sixth International Conference on Information QualitySo What Does This Say AboutHow to Take Action?Simplification and RepetitionnnIt may take 25 repetitions per listener for amessage to be effectively delivered due to:If improvement change, thenThe change hypothesized to improve thedegree to which the data quality function isembraced by leadership and line staff alikeis ton Develop a powerful, simple, easilyremembered story and repeat it over andover againn– Information Overload: We’re bombarded withnew information every day.– Rate of Absorption: New information isabsorbed and processed slowly.– Searching for Consistency: Consistency ofmessage is used by listeners to judge sincerity.The 6th International Conference on Information QualityNovember 3, 200137The 6th International Conference on Information QualityNovember 3, 200140PersuasionGame Plan - The Test of ChangenDevelop story or analogyn Practice talking about itn Have it ready to use - you never know whenthe opportunity might arise.n Notice when it can be worked into adiscussion.n Use it often - Remember! 25xpp.persuasion becomes a negotiating andlearning process through which a persuaderleads colleagues to a problem’s sharedsolution - Conger, JA. The Necessary Art of Persuasion.H

The conference grew along with and because of the participants from many international communities. Today's gathering marks the conference's 6th year as well as the adoption of its new name: The 6th International Conference on Information Quality, commonly known as IQ-2001. The conference provides a stimulating and unique forum