Data scientists offer practical insights into the role of visualization tools in building, exploring, deploying and monitoring their machine learning models.
Before using data visualization in machine learning, General Electric Power would always manage its financial workflows in a manual, time-consuming, labor-intensive manner. Business process analysts would hold a meeting and ask employees to describe their work.
"But there's inherently a problem with that," said Jeff Cowan, GE Power's senior IT director of continuous improvement and optimization. "Humans are conditioned to think of the most important things that they do. They don't necessarily think of all the activities that they do automatically. They tend to leave a lot of stuff out."
As a result, the analysts would have to watch employees process payment orders or send invoices to suppliers. "And 10 times out of 10, what's documented and what's observed are very, very different things," Cowan said. Mapping that process would take about one week, and the analysts would then look for areas of improvement. But that involved a lot of guesswork.
"Most likely, you already knew what you were going to focus on anyway," Cowan noted. So, in reality, the process was more about the certification than about actually improving the process, he added.
But that all changed last spring, when GE Power started using AI-powered process mining software from Celonis to automatically collect all actions by employees in the company's ERP systems, map them into business processes and clearly identify the business cost -- and benefit -- of every step in the process. The collected data includes hundreds of thousands of purchase orders and invoices and up to thousands of data points for each individual process.
To make sense of all that information, GE Power's process teams use data visualization in machine learning tools. "[W]e collect all kinds of data from machines and processes but have never been able to visualize it in such a way that would make it easy for us to derive insights from it," Cowan said. The software's dashboards include charts and graphs as well as the ability to smoothly go from a big picture to detailed views -- four different levels of abstraction -- to focus on the factors that make the biggest impact.
The company discovered, for example, that vendors often changed their prices after their materials had been delivered. "If it's an increase [in price]," he explained, "most likely that price change hasn't been negotiated as thoroughly as it should have been. We went into the analysis thinking [that] prices change. But when we looked at the scale of what was happening, it was unbelievable. That was pretty eye-opening for us. When we saw where they were happening, it empowers us to start talking about it, to see if there's an opportunity to make an improvement in the process."