EXPERT SYSTEM TASK GROUP

Expert Systems were not going far in Columbia after TCO failed to start any of the recommended expert systems that I identified in my report of 1988. John and I talked it over and, after some time, we were able to present to management a plan to set up an Expert System Task Group to survey all of Columbia for possible applications of expert systems.

This would be a major project that would cut across all Columbia subsidiaries and would be structured much like my recent survey of possible applications at TCO. People would have to be assigned to the project, and trained in:

Once the members had this knowledge they could begin the task of searching out applications and evaluating them.

Five employees were assigned to the project and we were given about three months to complete our task. The first thing to do was train the members. This I accomplished by writing a manual on expert systems and then conducting a four and one half days training course. To insure that the members would be free from other job requirement, which was not suppose to happen, I took the group to a State Of Ohio state park where they had meeting facilities. Each day we would begin at 8AM and finish up about 5PM. A typical schedule:

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Once the Task Group members were trained they were sent back to their respective companies to begin the process of interviewing selected personnel. The basic conditions needed for the application of an expert system are:

The Task Group members started with company's organization chart by selecting managers, directors, etc. to find expert that worked under them. They also checked field and compressor station personnel, local office, area office, service centers, etc. All interviews were to be completed within two months so that we would have time to prepare a report to submit to management.

The final report was submitted on June 15, 1990, and recommended a four phase strategy for implementation of expert systems within Columbia Gas System:

  1. Awareness - employee(s) watch an emerging technology and learn about its application.

  2. Early Implementation - develop a project with the technology.

  3. Acceptance - occurs when the company accepts the new technology and feels it can be use company wide.

  4. Intensification - concentrating on using the technology to its fullest.
Once again, top management declined to embrace the recommendations. The Distribution Company, however, saw the potential benefits of expert systems and contact with the Research Department to develop an expert system to design regulator station. My next and final project for Columbia was to begin.