Introduction

An expert system is a computer application that solves complicated problems that would otherwise require extensive human expertise. To do so, it simulates the human reasoning process by applying specific knowledge and interfaces. Expert systems also use human knowledge to solve problems that normally would require human intelligence. These expert systems represent the expertise knowledge as data or rules within the computer. These rules and data can be called upon when needed to solve problems. Books and manual guides have a tremendous amount of knowledge but a human has to read and interpret the knowledge for it to be used.

A system that uses human knowledge captured in a computer to solve problems that ordinarily require human expertise (Turban & Aronson, 2001).

A computer program designed to model the problem solving ability of a human expert (Durkin, 1994).

An intelligent computer program that uses knowledge and inference procedures to solve problems that was difficult enough to acquire significant human expertise for their solutions (Feigenbaum).

Expert systems typically have a number of several components. The knowledge base is the component that contains the knowledge obtained from the domain expert. Normally the way of representing knowledge is using rules. The inference engine is the component that manipulates the knowledge found in the knowledge base as needed to arrive at a result or solution. The user interface is the component that allows the user to query the system and receive the results of those queries. Many ES's also have an explanation facility which explains why a question was asked or how a result or solution was obtained.

There are several major application areas of expert system such as agriculture, education, environment, law manufacturing, medicine power systems etc. In this article we will review about agriculture, education, environment and medicine expert system.  These four applications widely use among the practitioners due to the maturity of the field by revealing the acceptance of the technology by the commercial sectors. 

Implement this simple 4-step process for creating a spectacular flashpoint culture of your own..

Most towns have at least one “flashpoint” business—a place that’s famous for its turbo-charged workers and lines of eager customers. These are the local hot spots that are “always jumping,” places in which employee motivation and customer satisfaction fuel each other in a flashpoint of contagious enthusiasm.

But flashpoint businesses don’t just happen by lucky accident. They have to be made to happen. If there aren’t many such businesses, it can only be because so few owners and managers understand the simple 4-step process for creating a flashpoint culture in their own workplaces.

Not convinced such a process could be that simple? Not sure any such process could ever work in your own business setting? Here’s a quick and easy way to find out.

Step 1: Invite your employees to come up with some ideas for improving the customer experience. For this process to work, the ideas for changes in behavior or procedure need to come from the workers themselves. The old way is to dictate in memos or training programs the kinds of behaviors management wants employees to adopt, and then try to legislate these new behaviors into the workplace—a way that has never worked. Employees will only get behind a change if it’s one they believe in. And employees are always more likely to believe in a change if the idea for it comes from themselves, instead of their bosses.

Step 2: Choose one employee idea, and help the employee(s) implement it successfully. The objective is to make the workers who came up with the idea look like heroes in customers’ eyes. If there are costs associated with the idea, helping with implementation will mean providing funding for it. (Think of this cost as an investment in positive word-of-mouth, the most effective form of advertising on the planet). If the idea requires changing a policy or procedure, do everything possible to make the change. Eliminate all obstacles to successful implementation of the employees’ initiative.

Step 3: Make it easy for customers to give positive feedback about the new initiative. It’s always good business practice to hear what your customers have to say—but few businesses make it convenient and easy for customers to give feedback on a regular basis. To test this process, make a point of soliciting feedback that relates specifically to the idea the employees implemented. Use various methods to collect feedback, especially that most powerful method of all: simple face-to-face conversation with the customers themselves.

Step 4: Let the employee(s) bask in the motivational effect of the positive feedback. This is where the magic begins. Let’s say an employee came up with the idea of installing a bench so senior citizens would no longer have to stand while waiting in line. When delighted seniors begin to rave about the convenience of the bench, tell them, "This bench was actually Terry’s idea. In fact, Terry, could you come over here for a moment—these folks would like to tell you something about your bench"

And now watch the effect this feedback has on Terry. You’re watching the first spark of the flashpoint effect: customer satisfaction driving up employee motivation, and employee motivation driving up customer satisfaction.

Once you’ve seen how well the process works, apply it again. And again. Keep the ball rolling by holding regular employee brainstorming sessions to come up with a rich supply of new ways to delight customers. Break a typical customer transaction down into its individual steps, and get employees thinking about ways to add a “wow factor” element in each step. Not every idea will be implemented, of course, but make sure enough are implemented to keep the positive customer feedback flowing in. And give your workers opportunities to hear this feedback directly from their customers. Immediate positive feedback from delighted customers is the primary motivational fuel all flashpoint businesses use to keep the fires of employee enthusiasm burning hot and bright.

Copyright Paul Levesque.

About the Author

Paul Levesque has studied what he describes as "flashpoint businesses" - the kind in which motivated workers drive up customer satisfaction, and positive feedback from happy customers drives up employee motivation. http://www.keynoteresource.com Book keynote speaker Paul Levesque to speak at your next meeting. Paul Levesque’s latest book is Customer Service From The Inside Out Made Easy.  (Entrepreneur Press, 2006).