Content at the Right Time, in the Right Language: Innovation with a Healthy Dose of Cost Reduction, A Case Study
Jeannette Eichholz Information Development World
2 Information Development World
September 2015
The Problem
3 Information Development World
September 2015
Business, 1995
Help
Paper
CD-ROM
L700
A Unique Documentation Set was Created
for Each Ultrasound
System
L500 L400 L200 L100
Writing in Silos
4 Information Development World
September 2015
1999 - Redundant, Cumbersome, Expensive L700 L500 L400 L200 L100
Online Help
Paper
CD-ROM
SpanishFrenchGerman
ItalianPortuguese
SwedishDanish
RussianTurkish
Greek
5 Unique Documentation Sets Translated
into 10 Languages
>$3 Million, AND, Late
5 Information Development World
September 2015
The Problem• Siloed Information – No access to
centralized content• Lack of Modular Component Content
Model• Inconsistent Authoring and Translation• Proprietary Tools• Only able to translate AFTER English
Manual Completed – therefore, can’t sell globally for several months after English language launch
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September 2015
Business Imperatives MUST • Launch Products Simultaneously to Global
Markets• Within Shorter Project Cycle Times• While
– Controlling Costs– Ensuring Quality– Meeting Global Regulatory Requirements
With Flawless Execution
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September 2015
Finding the Solution
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September 2015
Synchronicity and a Bit of LuckMy first brush with a Component Content Management System – sheer luck and synchronicity!
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Discovery of the Solution• Six Sigma Methodology
• Define the problem• Measure – Quantify your CTQs, What’s
Critical to Quality• Analyze• Implement• Control
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Determine Methodology / Strategy
Define
Project Objectives:Create a new user documentation development, control, and translation process to maximize writer productivity and to reduce costs by 30%.
Project Scope: User documentation and translations.
Business Case:Current process costs too much and takes too long. Facilitate on-time documentation and translations. Cost Avoidance: Only translate one set of content rather than multiple sets of content.
Project Team and Scheduled Milestones:
Core Team: Jeannette Eichholz
D M = August 2000A = September 2000D = October 2000V = November 2000Close = December 2000
GOALOutline project objectives, scope,
business case, timeline and resources
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September 2015
MeasurePRACTICAL PROBLEM
Map Critical Customer Issues to Specifications
Critical Customer Issues• Translation Costs are High• Translations Not Available on Time• Documentation should be available
for multiple outputs• Reducing duplication of effort would increase quality and increase productivity
CMS Specifications• Reuse Content
Reuse 50% of Content• Repurpose ContentRepurpose 50% of Content• Translate Content OnceYes/No• Easy Way to Handle Last-Minute
ChangesYes/No• Flexible Common Development
ToolsYes/No• Collaborate GloballyYes/No
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September 2015
Pugh Concept Selection Matrix
ConceptsNote: Pick one concept as the "Datum" or Baseline Concept
Criteria Rating 1 2 3 4 5One set of content to translate 9 -2 S S 2 2Translate Smaller Chunks of Content 9 -2 -2 -2 2 2Able to dynamically update all instances 9 -2 -1 -1 2 2Able to tag content for re-use 9 -2 -2 -2 2 2Able to output same content to paper, pdf, web 9 -2 1 1 2 2Able to use content for multiple training purposes 9 -1 -1 -1 2 2Able to share content with Service Doc. 9 -2 -2 -2 2 2Global access to content 7 -2 2 2 2 1Common templates and style guide 5 1 2 2 2 2Collaborative authoring 7 -2 2 2 2 1Common content development tools 4 -2 2 2 2 2Elkminate redundant content 9 -2 1 1 2 2Eliminate redundant translations 7 -2 1 1 2 -2Automate workflow to increase speed 7 -2 -2 -2 2 2Automate difference document creation 7 -2 -2 -2 2 -2Able to reuse translated content 9 -2 -2 -2 2 -2Able to tag translated content for re-purposing 9 -2 -2 -2 2 -2Able to dynamically update translations 9 -2 -2 -2 2 -2Tools that interface w/PC + portability 7 -2 1 1 2 2Write consistently 1 1 2 2 2 2
Totals -277 -68 -68 306 120
AnalyzeRequirements, Alternate Designs, Pugh Matrix
Pick the Best Design
Alternate Designs:1. Current Process
2. FrameMaker + ForeHelp
3. Just FrameMaker
4. FrameMaker + Content Management System
5. Parlance Content Management System
i
Words are Intellectual Capital – We don’t own them – GE owns them. We are now content
managers
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September 2015
Design
3rd Level QFD: Design Requirements
Detailed DesignDesign Proof of Concept
SampleContentUsingNew
GlobalTemplate
SampleConverted
to sgml
ImportSample
intoDatabase
ReuseSample
forMultipleProducts
TranslateSample
into3 Languages
ReuseTranslation
forMultipleProducts
OutputShared
Content toPaper,
U/S Web Viewer,CD-ROM
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The SolutionImplement a Component Content Management System, Partnered with smart vendors:• Astoria -- CCMS• DCL – Converted our 1st Core Content• Contentsu -- Provided Technical
Expertise• SDL – Translation Vendor
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Success, well, sort ofCCMS Proposal Accepted, but we had a few glitches along the way• Astoria was dropped as a Xerox Subsidiary• Completed implementing the Architecture,
Completed the Programming…. And nothing worked
• The translation vendor translated the tags• The CCMS Translation tool was a great idea,
but it didn’t work (yet)• The CCMS didn’t support a WAN
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September 2015
Always have a Plan BMisses can be a godsend• A Better Translation Vendor
• Tools – Translation Memory, Terminology, Translation Workflow Management
• Discovered plasticity in the process• Set up a Citrix-like environment for our
global writers• Keep Business Relationships Working
Develop a Team whose overriding quality is
Persistence
17 GE Title or job number
05/02/2023
Results: Adopted Component CMS• Component-Based Authoring• Global Collaboration• Automated Content Assembly• Automated Publishing• Single Source PDF/Online Help• Manage Content Centrally
• Shared Templates• Shared Tools• Citrix-like Server• Shared Budget• Metrics to Measure• Communication
Increased reuse of existing content across
all products and releases
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Documentation Paradigm
USIsrael Norway
ChinaKoreaJapan
India8 Product Centers
NorwayVIVID
Content
LOGIQContent
StructuredSGML
Content Management System
32Products
Austria
Xslt Conversion
PDFs
eDOCs
Translate
1-Step Process
Paper Docs only on Request
1-Step Process
Increased Consistency
No Desktop Publishing Cost Or Time
Via F1 on Scanner
eDOCs
Decrease Cost
Electronic Documentation
Ship Complete
Leveraged Translation Memory
Collaborative Global Effort Driving Commonality
19 GE Title or job number
05/02/2023
Results: Adopted TMS Components• Translation Workflow• Translation Memory• Terminology Management• Authoring Memory• Incremental Translation
• Translation Coordination• Formalized Review Process• In Country Technical Reviewers• Metrics to Measure• Integrated Environment
Increased reuse of existing translated
content across products and releases
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Translation Paradigm
eDocs Online Help
VIVID Content
LOGIQContent
Astoria Content Management
SDL Translation Management
33 languages
TranslationMemory
Paper on request
Terminology Management
Source Content Components, 32 products
VIVID Content
LOGIQContent
Astoria Content Management
SDL Translation Management
Localized Content Components,
TranslationMemory
Terminology Management
Leverage Translation MemoryUpdate Changed Information Only
CD-ROM
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September 2015
CTQs Met• CMS paid for itself within the first year• Translation Costs Flat over Past 10 Years
– ~>$3 million for 5 Products in 10 Languages in 1999
~$300K for 32 products into 33 languages in 2015– Virtual Cost per Translated Word = $0.008376
• Eliminated all Desktop Publishing• Simultaneous On-Time Global Launch • ~$2 million Yearly Cost Avoidance via TM Leverage
(95% Reuse)• Continual, Incremental Translation• Streamlined Process
• CCMS, Automated Translation Workflow, Collaborative Writing Team
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September 2015
2012 Cost Avoidance: $1,850,9542013 Cost Avoidance: $2,629,9932014 Cost Avoidance: $2,898,886
5%
95%New Words100% Matches
Bulga
rian
Polish
Chinese
Trad
it...
Dutch
Finnis
h
Hunga
rian
Latvia
n
Norweg
ian
Russian
Slova
k
Turkis
h
Portu
guese
IB0%
10%20%30%40%50%60%70%80%90%
100%TM saving - %Cost with no
TM applied
95% TM Utilization 95% TM Cost
Savings
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September 2015
Conclusion: Enablers– 6 Sigma Methodology– Lean Process
– Evaluate Wait Time, Queue Time, Process Time– Eliminate Non-Value-Added Steps
– Management Engagement– Collaborative Writing Team – Standard Operating Mechanism– Strategic Planning:
– Reuse Strategy– Budget Planning– 30/60/90/180/1 Year/2 Year/3 Year Planning
– Great Vendors (CMS and Translation Team)
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