More Related Content More from ARC Advisory Group (20) ARC's Tom Fiske's Presentation on Leveraging Knowledge Mgmt at ARC's 2008 Industry Forum2. 2
© ARC Advisory Group
Major Challenge: Aging Workforce
Exodus of Workers is Reducing Companies’ Ability to Sustain Operational Excellence
0
10
20
30
40
50
60
70
80
1900 1920 1940 1960 1980 1990 2000 2010 2020 2030
MillionsofPeople
Year
People Over Age 65
Source: US Census
-10%
21%
52%
-20%
-10%
0%
10%
20%
30%
40%
50%
60%
Number of People 35 to 44 Number of People 45 to 54
Number of People 55 to 64
Changing Workforce Demographics from 2000 to 2010
Source: US Bureau
of Labor Statistics
US Bureau of Labor Statistics
• By 2010 more than 25% of working
population will reach retirement age
• Trend will continue into for seeable
future
Globally – Workers are Getting Older
• Largest Group of Workers – over age
45 and will double in next ten years
• Fastest Shrinking Age Group of
Workers between 35 and 44 –
arguably the most productive
Europe is expected to lose 1 million
jobs annually for the next 25 to 30
years
• Severe shortage of skilled workers
and engineers!
Oil & Gas Industry
• 50% of its production engineers will
reach retirement age by 2010
3. 3
© ARC Advisory Group
Loss of People and Knowledge
The Degree of Difficulty in Retaining People and
Knowledge
All Companies Struggle with Keeping and Replacing
People and Knowledge
0% 20% 40% 60% 80% 100%
All
Followers
Competitors
Leaders
Very Easy Easy Niether Easy nor Hard Hard Very Hard
Retaining People and Knowledge
0% 20% 40% 60% 80% 100%
All
Followers
Competitors
Leaders
VeryEasy Easy Niether Easy nor Hard Hard Very Hard
Replacing People and Knowledge
4. 4
© ARC Advisory Group
Loss of Production Know-How
Production
Know-How
Time
Operators
Maintenance
Technicians
Process Engineers
Today
Productivity
or
Quality
One of the Biggest Challenges Facing Manufacturers Today is
Retaining Knowledge
Retaining Valuable Knowledge requires Proactive Strategies to
Deal With a Shifting Workforce
Knowledge attrition is
occurring from a variety
of sources including
• Retirement
• Rapid growth
• Turnover
• Layoffs
• Mergers and
acquisitions
• Internal redeployment
5. 5
© ARC Advisory Group
What is Knowledge Management?
KM is a methodology to create, capture, analyze,
enhance, share, and use intellectual capital to drive
effective plant operations and create a sustainable
business advantage.
Data collected and stored in various plant systems
and databases is not knowledge.
Knowledge Management for plant operations means
establishing an understanding of the relationship
between people, equipment, processes and
workflows.
The ultimate goal is to create a culture of
understanding that makes the production perform to
business objectives.
KM involves getting the right information to the right
people in the right context at the right time
Knowledge Is a Valuable Organizational Asset
6. 7
© ARC Advisory Group
The Knowledge Management Process
Create Business Value
Business Objectives
Knowledge
Requirements
KM Components
Create/Capture
Store/Index
Access/Disseminate
Learn
Use/Collaborate
Enhance/Create
Validate
Knowledge
Sources
On-Demand
Create Context
7. 8
© ARC Advisory Group
Knowledge Management Best Practices
0% 20% 40% 60% 80% 100%
All
Followers
Competitors
Leaders
Corporate-Wide Most Plants Some Plants Other None
Companies with Institutionalized KM Programs
The Majority of Companies Lack a Corporate-Wide
Initiative for Knowledge Management
8. 9
© ARC Advisory Group
Knowledge Management Best Practices
0% 20% 40% 60% 80% 100%
All
Followers
Competitors
Leaders
Excellent Good Average Not Good Poor
0% 20% 40% 60% 80% 100%
All
Followers
Competitors
Leaders
Excellent Good Average Not Good Poor
0% 20% 40% 60% 80% 100%
All
Followers
Competitors
Leaders
Excellent Good Average Not Good Poor
Creating Knowledge
Using Knowledge
Capturing Knowledge
Few Companies excel at
creating, capturing, or using
knowledge
• The majority of companies are
average at creating and using
knowledge
• Most companies are not good
at capturing knowledge
9. 10
© ARC Advisory Group
Knowledge Management Best Practices
Knowledge Sharing in a Plant and across the
Enterprise
More than Half the Companies are Average or Above in
Sharing Knowledge within a Plant, but are Less Effective
Sharing Knowledge across the Enterprise
Sharing knowledge in a Plant Sharing Knowledge Across the Enterprise
0% 20% 40% 60% 80% 100%
All
Followers
Competitors
Leaders
Excellent Good Average Not Good Poor
0% 20% 40% 60% 80% 100%
All
Followers
Competitors
Leaders
Excellent Good Average Not Good Poor
10. 11
© ARC Advisory Group
Knowledge Management Systems
Automation
Systems
Knowledge
Centers
(Portals)
Emails
Groupware
Lessons
Learned
Knowledge
Repositories
Best Practices
Benchmarking
On-line
Communities
Blogs
SOPs
Documents
PPT
Internet
Intranets
Extranets
Training
OTS
PLM
Expert Systems
Databases
Models
Analytics
KPIs
KM is the Foundation for Sustaining and Improving the
Proficiency of Human Assets
Why KM in Manufacturing
• Experts leaving the
company
• Need for everyone to get
consistent information
• Getting and training
replacements is difficult
• Capture Best Practices
• Enhance Internal
Collaboration
11. 12
© ARC Advisory Group
Common Actionable Context
Real-time Performance Management
• Performance Intelligence
• Resolution to Unit Operation Level
• Operator Engagement
• Targets, progress and trouble analysis in real-time
• Operational Perspective
Common View
• Plant and Corporate “single version
of the truth”
• Aggregation of Operations
Intelligence and Business Intelligence
Common Alarm and Event Management
Procedure & Transition Management
Context
Data Quality MgmtCommon Time
Dynamic Plant
Reference Model
Application Portfolio
Data Model
Work Processes
& State
Context
Data Quality MgmtData Quality MgmtCommon TimeCommon Time
Dynamic Plant
Reference Model
Dynamic Plant
Reference Model
Application PortfolioApplication Portfolio
Data ModelData Model
Work Processes
& State
Work Processes
& State
Human Asset Reliability
KM Value Proposition
K-Worker
Control
Costs
Production
Performance
Target
Feedback
Visualization
Knowledge
(Models)
Measurement
Prediction
Market
Information
Analysis
12. 13
© ARC Advisory Group
6%
10%
16%
17%
20%
24%
24%
38%
69%
74%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Percent of Respondents
Other
Threat of Outsourcing
Adoption of Make-to-Order
Product Proliferation
Shorter Product Lifecycles
Synchronization with other Plants
Smaller Production Runs
Regulatory Compliance
Improve quality
Visibility for Business Mgt.
Visibility for Business Management and Real-time Performance
Management are the primary drives
Reasons Cited by Users for Purchasing OM
Solutions
Operations Management Includes KM
Value
Breadth of Collaboration
The value of information
is directly proportional
to the number of people
collaborating
Time
The value of information is
inversely proportional to
the time until it can be
actionable
13. 14
© ARC Advisory Group
Summary and Recommendations
“IF A MAN EMPTIES HIS PURSE INTO HIS HEAD, NO MAN CAN TAKE IT AWAY FROM
HIM. AN INVESTMENT IN KNOWLEDGE ALWAYS PAYS THE BEST INTEREST”
Ben Franklin
Today, nearly every plant worker can be considered a “knowledge worker”. As
such, it is imperative to provide them with the tools, information and
knowledge they need to do their tasks proficiently. If they don’t have the
knowledge, then find ways to have them get the knowledge.
Broaden the scope of your KM program. Companies with far reaching and
institutionalized KM programs outperform those that don’t have one or takes a
limited scope approach.
Automation and plant systems contain a lot of information about the
capabilities of your plant. Analytical tools are available to transform your real-
time and historical information into knowledge.
Utilize IT and applied Internet technologies. Internet technology-based
products are available to help share knowledge throughout the plant, across
the enterprise and into the supply chain. With these tools, knowledge can be
presented in context with each worker's mission.
The most effective way to retain and use knowledge is to embed it into
business processes and workflows
14. 15
© ARC Advisory Group
Thank You.
For more information, contact the author at
xxx@arcweb.com or visit our web pages at
www.arcweb.com
Editor's Notes In general, we have an aging population throughout the world.The majority of the workforce is over 45 years of ageFrom 2000 to 2010, their will be a 52 percent increase in workers of 55 years of age, while those workers between 35 and 44 will decrease by 10 percent.Shortage of skilled operators and engineers. The oil and gas will be hit particularly hard. The exodus of skilled workers is eroding a company’s ability to sustain operational excellence KM is a business model embracing knowledge as an organization asset to drive sustainable business advantage. It is a management discipline that promotes an integrated approach to create, identify, evaluate, capture enhance, share, and apply an enterprise’s intellectual capital. Bottom line: getting the right information to the right people at the right time Knowledge management includes creating/capturing, storing/indexing, and sharingDescribe components and process Not many companies have corporate wide initiativesKM is growing in importance and is quickly becoming the number one focus of companies Describe performance level of leaders, competitors and followers for each category KM supports human asset reliabilityInformation must be put into proper context and be consistentMeeting corporate business strategies requires effective use of business-centric technology that links real-time operational and financial data so that operators, supervisors, managers, and executives can make decisions about manufacturing operations and completely and predictably understand the affects their actions have on performance and profitability. This concept is Real-time Performance Management Users cite visibility as the major driving force for the adoption of OM solutions. This driver is becoming increasing more important.