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Copyright © 2006, SAS Institute Inc. All rights reserved.
BI and DW Tools and CasesLecture at TKKOn the 26.9.2007 at 15:00 – 16:00Hannu Ritvanen, Senior ConsultantSAS Institute [email protected]
Copyright © 2006, SAS Institute Inc. All rights reserved.
Agenda
SAS Institute – brief presentation
The Bridge from Previous Presentation
SAS Positioning in the Context of BI and DW• Architecture• Tools• BI –Strategy
Case – Pirkanmaa Hospital District
Copyright © 2006, SAS Institute Inc. All rights reserved.
SAS Institute 2006
SAS Institute Oy• revenue 17,3 milj. €• Revenue growth 11%• Largest industries:
finance, public sector, manufacturing and trade
• Personnel 2006: 68
SAS Institute Inc.• revenue 1,9 mrd $• Global revenue growth
12%• 30. consecutive year of
growth with profit• 24% of revenue invested
into R&D• personnel 2006: 10.200
Copyright © 2006, SAS Institute Inc. All rights reserved.
SAS Institute 30 Years
established 1976• 5 employees• 1 office• Raleigh, N.C.
Year 2006• 10.000 employees round
the globe• 404 offices• Customers in 110
countries
SoberITSoftware Business and Engineering Institute
HELSINKI UNIVERSITY OF TECHNOLOGY
Timo Itälä5
THE BRIDGE FROM PREVIOUS PRESENTATIONBI Maturity Model
1. Prenatal
“Production Reporting”
“Spreadmarts”
“Data Marts”
“Data Warehouses
”
“Enterprise DW”
“Analytic Services”
GULF CHASM
2. Infant 3. Child 4. Teenager 5. Adult 6. Sage
Business Value Semantic Integration Data Consolidation
Challenge
Copyright © 2006, SAS Institute Inc. All rights reserved.
IntelligenceIntelligence
Bus
ines
s V
alue
Bus
ines
s V
alue
Industry ExpertiseIndustry ExpertiseOptimizationOptimization
Predictive ModelingPredictive Modeling
ForecastingForecasting
Reporting / OLAPReporting / OLAP
Data ManagementData Management
Data AccessData Access
SAS Positioning in the BI Market: Beyond BI™
What’s best?
What ifs?
What next?
How much?
How many?
What did happen?
Copyright © 2006, SAS Institute Inc. All rights reserved.
Establishing the PlatformThe Enterprise Intelligence Platform
Copyright © 2005, SAS Institute Inc. All rights reserved. 7
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Addressing Business Issues Intelligence Solutions
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Industry-Specific ApplicationIndustry Solutions
Example: BankingExample: Banking
Copyright © 2006, SAS Institute Inc. All rights reserved.
Industry-Specific ApplicationIndustry Solutions
Example: BankingExample: Banking
Copyright © 2006, SAS Institute Inc. All rights reserved.
Performance ManagementDefinition
Performance Reporting
Performance Management
Performance Improvement
Level 1 Level 2 Level 3
Access & Consolidate relevant DataReport ActualsDisplay KPI’sStructured, Hierarchicalviews
Business Logic, Processes and RulesFormulate Strategy, Objectives, Actionsnon-hierarchical cause and effect relationshipsbetween drivers and measures
predictive CapabilitiesModel relationships betweenStrategies and Actionsadvanced ForecastingAlgorithmsSimulation Methods
Copyright © 2006, SAS Institute Inc. All rights reserved.
Data Interoperability Metadata Interoperability Graphics Interoperability Portability
Direct Access to SAS Data:ODBCJDBCOLE DB ADO for OLE DBADO MD for OLE DB for OLAP
Export/Import:Tab delimited, Comma delimited, custom delimited (i.e. semicolon, space, etc…)Excel XXXLotus 123XML Arbitrary File formats
Direct read/write to other Data Sources:
SAS access to ERP systems (SAP, SAP BW, Siebel, Oracle Applications, PeopleSoft, Baan)
SAS access to 3rd-party RDBMS systems (DB2 under OS/390, DB2 under VM, DB2 under UNIX or PC, CA-OpenIngres, Informix, ODBC, OLE DB, Oracle, Oracle Rdb, Sybase, MS SQL Server, Teradata)
Access to non-relational databases: ADABAS, CA-Datacom/DB, CA-IDMS, IMS-DL/I, System 2000 Software
Access to common PC file formats including native access to Excel on UNIX, Microsoft Access, dBase
Export /Import of Graphics:
With SAS/GRAPH you can export/import the following types of graphics that can be inserted into third party applications or SAS applications
Microsoft Windows bitmap (BMP)
Microsoft Windows metafile (WMF)
Enhanced Windows metafile (EMF)
Computer Graphics Metafile (CGM)
Device independent bitmap (DIB)
JPEG format (JPG)
Graphic interchange format (GIF)
Tag image file format (TIF)
Adobe PostScript (PS)
Encapsulated PostScript (EPS)
Portable Network Graphics (PNG)
Portable Pixmap (PBM)
SAS can also produce Java graphics for consumption on the web and ActiveX based graphics that can be used in a variety of locations
Export/Import Metadata:Common Warehouse Metamodel
(CWM) export/import capabilities (This interoperability standard allows for sharing and exchange of metadata. SAS adheres to the Object Management Groups definition of CWM to facilitate metadata interoperability.)Meta Integration Technologies Bridges
Direct Access to SAS metadata:
SAS delivers open interfaces with the SAS Metadata Server to allow for the programmatic query and updating of SAS metadata through XML based queries and responses though Java or Microsoft worlds.
SAS 9.1 can be deployed on the following platforms.
Microsoft: Windows NT, Windows 2000 family, Windows XP Professional, Windows XP 64-bit, Windows Server 2003 family for 32-bit and 64-bit Intel platforms
Unix: HP 64. Solaris 64, AIX 64Mainframe: OS/390 (MVS)Other: Open VMS Alpha, Compaq’s Digital Unix , Redhat Linux on Intel, HP/UX for Itanium
SAS MVA (Multi-Vendor Architecture) :
Write once, run anywhere (a virtual machine)Exploits unique features of each platform or OSSeamless movement of applications and Data!
Integration – Interoperability
Copyright © 2006, SAS Institute Inc. All rights reserved.
What is BI?Components of Business Intelligence
APPLICATION
EXTERNAL - INTERNAL
DATA / INFORMATION BI BUSINESS
CODI
FIED
NOT
CODI
FIED
CULTURE /KNOWLEDGEKNOW-HOW
TECHNOLOGY
BENEFIT
BI-MANAGEMENT EFFECITIVITY
INFLUENCEEFFICIENCY
EXTENSION (COVER)COMPLEXITY
Copyright © 2006, SAS Institute Inc. All rights reserved.
Components of Business IntelligenceHow Companies Define Their BI - Scope
APPLICATION
EXTERNAL - INTERNAL
CODI
FIED
NOT
CODI
FIED
CULTURE /KNOWLEDGEKNOW-HOW
TECHNOLOGY
BENEFIT
ORGANIZATION GETS WHAT IT ORDERS! STAKEHOLDER
Copyright © 2006, SAS Institute Inc. All rights reserved.
Organization
Strategy
Organization
IT strategy
Business Intelligence -strategy
Requirements
Requirements
Requirements
BI Strategy – One More Strategies?
Copyright © 2006, SAS Institute Inc. All rights reserved.
Information Evolution ModelCritical Dimensions
You are only as evolved as your weakest dimension
Need a holistic approach to change
The larger the disparity between dimensions, the great the organizational “tension”
Copyright © 2006, SAS Institute Inc. All rights reserved.
Information Evolution Model MatrixSetting the Goal Level
Information Evolution Model Maturity Level
Human Capital
Knowledge Processes
Culture Infrastructure
Level 1: Operate
Execute assigned tasks
Personal and unstructured
Values individual performance
Offers tools for personal productivity
Level 2: Consolidate
Participate in processes
Intra-departmental Breeds functional competition
Offers functional independence
Level 3: Integrate
Think globally and are empowered
Inter-departmental and structured
Encourages big-picture thinking and cooperation
Offers an enterprise view
Level 4: Optimize
Collaborate and are flexible
Aligned to adjust with market demands
Fosters collaboration and adaptation
Adapts readily to market changes
Level 5: Innovate
Strive to think out of the box
Flexible to accommodate disruptive change
Rewards creativity and diversity
Anticipates market changes and innovates
AS-IS
AS-IS
AS-ISAS-IS
GAP GAP GAPGOAL LEVEL – BALANCING THE DIMENSIONS
Copyright © 2006, SAS Institute Inc. All rights reserved.
Analytics – Data Mining
Copyright © 2006, SAS Institute Inc. All rights reserved.
Business Drivers for Data Mining
Retail - identify the most profitable customers and the underlying reasons for their loyalty.
Finance - grow customer profitability and reduce risk exposure through more accurate credit scoring.
Insurance - set more profitable rates for insurance premiums. Life sciences - find promising new molecular drug compounds. Manufacturing - save on downtime by applying predictive maintenance
to manufacturing sites. Telecommunications - help prevent churn and suggest up-sell/cross-sell
opportunities for individual customers.Government - help detect and deter fraudulent behavior.
Copyright © 2006, SAS Institute Inc. All rights reserved.
The Meaning of Data Mining
Predict future events based on historical observations
Copyright © 2006, SAS Institute Inc. All rights reserved.
“Typical” Customer-level informationAccount- Opening date- Payment history- Payment problems- Credit limits- Blocks- Name, Address
TransactionsItem-level purchases and returns with- Date, Store- SKU/UPC, Amount- Department
Demographics(3rd party append)- Age- Gender- Income- Family status- Children
Cluster code(3rd party append) E.g.,- Personicx- Cohorts- Prism- MOSAIC
Summarize on customer level
Transform, prepare, combine, create new input variables
200 to 300 hundred customer-level input variables
Copyright © 2006, SAS Institute Inc. All rights reserved.
Capitalize on the Value of the Data WarehouseConsider additional candidate inputs for more accurate modeling
ID columns
Web pathsMarket baskets Time SeriesDemographic,
Financial Text dimensions
Interactions
Copyright © 2006, SAS Institute Inc. All rights reserved.
Enterprise Miner Functional OrganizationDelivering Unmatched Predictive and Descriptive Modeling Depth
ampleample
xplorexplore
odifyodify
odelodel
ssessssess
Sample
Explore
Modify
ModelAssess
Mine in cycles
Copyright © 2006, SAS Institute Inc. All rights reserved.
CASEPirkanmaa Hospital District
Information and Knowledge in Medical Care
Care AdministrativeData
Information
Knowledge
Wisdom
Analysis
Meaning / Importance
Training / Education
Learning
Continuous Improvement
Customer view Scientific Service System
Information Sources in Health CareSector
Organization Internalindicators– Balanced Scorecard– Kuntalain mukaiset toiminta-
ja talousmittarit– Laatumittarit– Lakisääteiset mittarit
• Tekonivelleikkaukset• Tartuntatautilakiin
perustuvat mittarit– Ym.
Organization externalindicators– Stakes
• Sotkanet• Benchmarking• Perfect vaikuttavuusmittarit
– Tilastokeskuksen mittarit– KTL:n mittarit– Kuntaliiton mittarit (Punnonen)– SPR mittarit (VOK)– OECD mittarit– WHO mittarit– Potilasvahinkomittarit
Towards Process Organization –How Can the IT-systems Respond to the Challenges?
TAYSHUOLLON
PALVELUALUEMateriaalihuolto
RavintohuoltoSairaalahuolto
Tekninen huoltoVälinehuolto
TAYSHALLINNON
PALVELUALUEAsiakas- ja informaatio-
palvelutHenkilöstöpalvelutKoulutuspalvelut
Rahoitus- ja laskenta-palvelut
Tilapalvelut
TAYSSAIRAANHOIDONPALVELUALUE
Ensiapu ja tarkkailuLeikkaus- ja anestesia-
toimintaTehohoito
Män
tän
seud
un te
rvey
denh
uolto
alue
Ohj
ausr
yhm
ä
Valk
eako
sken
alu
esai
raal
aJo
htok
unta
Vam
mal
an a
lues
aira
ala
Joht
okun
ta
Labo
rato
rio- j
a ap
teek
kilii
kela
itos
Joht
okun
ta
TAYSTOIMIALUE 1
Sisätautien vastuualue
Keuhkosairauksien jaiho-ja sukupuolitautien
vastuualue
Sydänkeskus
TAYSTOIMIALUE 2
Kirurgian vastuualue
Gastroenterologianvastuualue
Syövänhoidon vastuualue
TAYSTOIMIALUE 3
Neuroalojen jakuntoutuksen vastuualue
Silmä-, korva- ja suu-sairauksien vastuualue
TULES-vastuualue
TAYSTOIMIALUE 4
Naistentautien jasynnytysten vastuualue
Lastentautienvastuualue
Lastenpsykiatrian vastuualue
TAYSTOIMIALUE 5
Aikuispsykiatrianvastuualue
Nuorisopsykiatrianvastuualue
YHTYMÄHALLINTO Yleishallinnon vastuualue Tietohallinnon vastuualue Tutkimusyksikön vastuualue Yleislääketieteen vastuualue Kehittämistoiminta
Johtoryhmä Johtajisto
VALTUUSTO
HALLITUS
Tarkastuslautakuntaja
tilintarkastaja
Alu
eelli
nen
kuva
ntam
iske
skus
-liik
elai
tos
Joht
okun
ta
Example:Cardial Patients Treatment Process
Potilas
Päivystävälääkäri
Erikois-lääkäri
Sairaan-hoitaja
Kokeerintakipua
Tutkii potilaanensiavussa/
vuodeosastolla
Määrääsiirrettäväksi
sydän-valvontaan ja
antaa hoito-ohjeet
Konsultoi
Ensiavun/vuodeosastonhoitaja siirtää
potilaan
Kertoooireistaan
Sydänvalvonnanhoitaja
vastaanottaapotilaan ja
aloittaa hoidon
Stabiloivatpotilaan
tilan
Kertoo voinnistaan jatoiveistaan
Konsultoisydänkeskuksen
kardiologia japäättää siirrosta
Päättääsiirronvuode-
osastolle
Ei vielä siirtoaValmistelee
siirron TAYS:nsydän-
keskukseen
Saa tiedonhoitovaihtoehdoista
(mahdollisuus kieltäytyäsiirrosta sydänkeskukseen)
Siirtyy TAYS:nsydänkeskukseen
tai Vals:nvuodeosastolle
Saa tiedonsiirrosta ja
tilanteestaan
Valmisteleesiirron
vuodeosastolle
Tila stabiili
kieltäytyy ja tila instabiili
IT Systems Must Support Process Management Approach
Management
UnitsSuppliers
Customers
Management Management ProcessProcess•Strateginen suunnittelu•Toiminnan suunnittelu•Jatkuva parantaminen
CustomerCustomer RelationshipRelationship ProcessProcess• Sopimusohjausmenettely•Asiakassuhteiden hallinta•Potilasasiakkaiden hallinta
CareCare ProcessProcess•Päivystyspotilaan hoitoprosessi
•Kiireellisen potilaan hoitoprosessi•Ei-kiireellisen potilaan hoitoprosessi
SupportSupport ProcessesProcesses• Tukipalvelut
•Tutkimus ja kehitys•Taloushallinto
Customers
PSHP:n BSC Scores /
Indicators 2006
Toim
ialu
e 1
Toim
ialu
e 2
Toim
ialu
e 3
Toim
ialu
e 4
Toim
ialu
e 5
Sair.
h.pa
lv.
Huo
llon.
palv
.
Hal
linno
n pa
lv.
MST
H
VAS
VALS
Yhty
mäh
allin
to
Lab.
kesk
us ja
apt
.
Kuv
anta
mis
liike
l.
PSH
P yh
t.
ASIAKASNÄKÖKULMA Hoidon tarpeen arviointi ++ ++ ++ ++ ++ ++ ++ ++ ++Hoitoonpääsy kiireett. hoidossa ++ ++ + ++ ++ ++ ++ ++ ++Hoitoonpääsy kiireell. hoidossa ++ + ++ ++ ++ ++ ++ + ++Ulkoisten palvelusop. toteutuminen ++ -- + - - -- - ++ -- -Sisäisten palveluostojen toteutuminen ++ -- -- -- - - ++ -- ++ - ++ - -- - --Vuodeosastohoidon laatumittari + + + + -- + - + + -Poliklinikkapalvelun laatumittari + + - + - - + + +Sisäisten asiakk. tyytyväisyys - -- --Terveyskeskusten tyytyväisyys -PROSESSINÄKÖKULMA Epikriisien lähettämisviive - + + -- -- ++ + -- -Siirtoviivelaskutus -- + + + -- -Työpanos -- -- - -- - ++ ++ ++ -- -- ++ ++ ++ - -Tuottavuus ++ - -- -- ++ ++ ++ ++ +Sairaalainfektiot ++ ++ ++ ++ ++Potilasvahinkojen uudet vastuut --HENKILÖSTÖNÄKÖKULMA Kehityskeskustelut ++ ++ - -- ++ - ++ ++ -- -- - ++ ++ ++ -Täydennyskoulutus - - - - - - - - - - - ++ -- - -Johtaminen - -- -- -- -- -- -- - -- -- -- + -- -- --Työn kehittävyys ja haasteellisuus - - -- - - -- - + - + + ++ -- + -Työyhteisön toiminta -- -- -- -- -- -- -- -- -- -- -- - -- -- --Pitkät sairauspoissaolot ++ -- -- ++ ++ ++ - ++ ++ ++ ++ ++ -- -- ++UUDISTUMISNÄKÖKULMA Terveystieteellinen tutkimus ++ ++ -- ++ ++ ++ ++ - ++ ++Hoitotieteellinen opetus ++ + + + ++ ++ + ++ ++ + +Käypä hoito- suositusten soveltaminen - ++ -- -- - -TALOUSNÄKÖKULMA Palkkamenot ++ -- - -- ++ - ++ - ++ - ++ ++ -Toimintakate ++ ++ -- -- ++ -- ++ -- -- - ++ ++ ++ ++ ++Investointiosa -Tilikauden tulos ++Tilikauden ylijäämä(ennen var.) ++ ++
++ Hyväksyttävä taso, erittäin hyvä suoritus+ Hyväksyttävä taso, hyvä suoritus- Ei hyväksyttävä taso, heikko suoritus-- Ei hyväksyttävä taso, erittäin heikko suoritus
Mittari ei ole käytössä ao. alueella
Raja-arvojen kuvaukset ovattoimintakertomuksen lopussa
NOTE: / Not real example values
Indicator Hierarchy
Group level strategic indicators– BSC based– Indicators describe mainly customer
satisfaction, service availability, quality, development, personnel well being and financial result
– Lead- ja Lag-indicatorsOperative Indicators– Process indicators, quality indicators etc.Functional and specific indicators– Complement and deepen the information
MATERIALINFORMATION PROCESSES RESULTS EFFECTS
• Resurssit• Kustannukset• Työvoimatekijät• Toimitukset
• Toiminnot• Toimenpiteet• Työnkulku
• Tuotteet• Palvelut• Toimitusaika ym.
• Tyytyväisyys• Markkinaosuus• Kannattavuus• Voitto / tappio• Strategioidentoteutuminen
LAG-INDICATOR(results, effect, whatdid we had to achieve?)
LEAD INDICATORS(help to work proactively, quickly)
Copyright © 2006, SAS Institute Inc. All rights reserved.
Challenges for BI and DW at Pirkanmaan sairaanhoitopiiri
Major changes in operative systems
Need to maintain continuity in reporting
Conduct complex invoicing
Change the DW architecture without causing interruption in reporting
Reduce dependencies on few key persons by meta data usage
Build architecture for future challenges (predictions, research etc.)
Copyright © 2006, SAS Institute Inc. All rights reserved.
Architecture Matters
Teoksesta Tila ja Teatteri, Per Edström ja Pentti Piha
Example: Theater Architecture
DW
OIS
MEDIATRI
MUUT JÄRJEST.
METADATAMARELA
APTEEKKI
ADE-EKO
AHO
TAMLAB
KUNTA-LASKUTUS
SISÄINEN-LASKUTUS
ETL ETL
SuorakäyttöAdHoc kyselyt
Staattiset jadynaamiset
raportit
PORTAL
SHP:n ylin johto
DM
DM
DM
OLAP
Toimi- ja vastuualuejohto
Vastuuyksikköjohto
Lääkärit ja hoitajat
Taloushenkilöt
Coxa
Pirkanmaan hoitokoti
Kunnat ja terveyskeskukset
Tutkijat
Muut(mm. SHP:n hallitus,
kansanedustajat,lehdistö
Viranomaiset(mm. Stakes, KTL)AIHEALUEEN
MUKAISET, TARKOITUKSEEN OPTIMOIDUT TIETOVARASTOTKESKITETTY TIETOVARASTO
METADATA
OBERON
TEHO
RIS
KUNTOAPU
Perinteinen raportointiTietohaut
Kehittämishankkeet
Operatiiviset järjestelmät(mm. ECOMED,
Tilakeskuksen järj., Mikrobien herkkyyksien
seuranta)
MIRANDA
Liikelaitokset
eHRMTITANIA
METADATA Kuvaus tietosisällön alkuperästä, muutoksista ja käytöstä
ETL Extract, Transform, Load Tietojen haku, käsittely ja latausDW Data Warehouse TietovarastoDM Datamart Aihealueen mukainen, optimoitu tietovarastoOLAP Online Analytical ProsessingTietojen analysointi ja käsittely moniulotteisesti
Pirkanmaa Hospital District DW Project
Excel jaWord jneliityntä
Source: Hilkka Lamminsivu 2006
Copyright © 2006, SAS Institute Inc. All rights reserved.
Customer Path as Process
PROCESS VIEW
Events/ transactions
One process
In order to understand the effectivity and efficiency of the processes in practice, processes require good planning but also good monitoring!
To understand the processes and the various behavior models or patters advanced analytics is needed.
One should be able to recognize and analyze the anomalies!
Two behavioralmodels a priori
? A posteriori
Copyright © 2006, SAS Institute Inc. All rights reserved.
Customers’ Path
A B C AE
PROCESS VIEW
SYSTEM VIEW
Event
Various event in the process are recorded in different systems. The whole picture is thus ”hidden” in a number of operative systems.
Every system takes care of its events / transaction greatly.
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Customers’ Path
A B C AE
PROCESS VIEW
SYSTEMVIEW
Event
DW
Customer
Money
Care Episodes.
Process Care events
Products / services
DW is required for whole picture
Copyright © 2006, SAS Institute Inc. All rights reserved.
Changes in Operative Systems – Maintaining Reporting without Interruptions
B C AESYSTEM VIEW
DW
Customer
Money
Care episodes
Process Care events
Products / Services
FXX
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UNIX 2UNIX 1
Towards New Reporting EnvironmentChange (1)
ETL CURRENTDW
ETL
NEWIDWETL
Metadata
NEW
DISAPPEARING
REMAINING
CURRENTReporting
WEBServer
SAS tech:BaseSAS V8 BaseSAS 9
SAS tech:BaseSAS V8 => 9IntrNet = EBIS 9Connect
12
0 0
3
Copyright © 2006, SAS Institute Inc. All rights reserved.
UNIX 2UNIX 1Change (2)
HISTORY(nykyisen DW:n
tiedot)
ETL CURRENTDW
ETL
NEWDWETL
Metadata
ETL
CURRENTreporting
WEBServer
4
5
NEW
DISAPPEARING
REMAINING
Copyright © 2006, SAS Institute Inc. All rights reserved.
UNIX 2UNIX 1Change (3)
HISTORY(nykyisen DW:n
tiedot)
ETL CURRENTDW
ETL
UUSIDWETL
Metadata
ETL
ETL
CURRENTreporting
WEBServer
6
7NEW
DISAPPEARING
REMAINING
Copyright © 2006, SAS Institute Inc. All rights reserved.
HISTORY(nykyisen DW:n
tiedot)
Change (4)
ETL NYKYINENDW
ETL
NEWDWETL
Metadata
ETL
ETL
8 8 8 8
NYKYINENraportointi
WEBServer
= ELIMINATION
NEW
DISAPPEARING
REMAINING
Copyright © 2006, SAS Institute Inc. All rights reserved.
UNIX 2UNIX 1New Reporting Environment
HISTORIA(nykyisen DW:n
tiedot)
UUSIDWETL
MetadataETL
UUDET
PYSYVÄT
BaseSAS 9Data Integration Server
SAS 9Enterprise BI Server
Portal
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Thank you!
Questions?