Vision Statement Slide When displaying our Vision Statement in a presentation, use this slide.
Note: Cognitive psychology constitutes learning For example, - Skills needed (=explicit) knowledge Transformed into procedural (=tacit) on the job knowledge
Market Customer Knowledge Customer needs/preferences and businesses to increase sales and tighten customer relationship Operations Infrastructure Management Business task Know-how to improve performance (e.g. reduce expense/increase revenue/productivity) Products and Core Re-usable Services Components Capture Ideas/design inside/outside the organization to foster innovation thus speeding time to market process (e.g. lessons learned)
Identify Structure knowledge domains in knowledge maps using a common language and standardization or Enterprise Architecture tacit knowledge - map knowledge sources (content cross functional specialists) explicit knowledge Seek relevance, completeness later
Alternate Layout In this layout, place photos on the top or the bottom of the slide.
Products (e.g. AI, DSS, Blue tooth) Process - manual to automated (e.g. iterative-incremental life-cycle, repository-based & reuse-driven approach, design patterns, v-model revealing inherent feedback loops, empowered and cross – functional teams, …) Suite of Interoperable Standards (e.g. BPMI) that are tied to adaptive rules based, evolutionary roles/patterns
Baseline original business processes to identify gaps. Consider knowledge enabling… - Operational processes – ERP standard vs custom code/ role impacts - Corporate processes/policies R ealign roles for enterprise processes visability and measurement - Strategic Plan processes F ocus on long-term business objectives to optimize code-re-use
New Product Development Companies are facing shorter product and service life cycles. Correspondingly, they must accelerate value creation. Also, technology is empowering consumers with greater levels of choice increasing the need for companies to possess mass customization capabilities. A continuous dialogue with customers is now a necessity. The Internet is connecting buyers with a larger selection of sellers, thus increasing choice. To maintain competitiveness, sellers must possess the ability to customize their goods and services to the preferences of their clients, today. Companies are facing increasing pressure to develop new products at a more rapid rate. Proper management of knowledge and innovation would accelerate new product development and potentially lead to instant or “near-instant” offerings.
Bullet Slides On bullet slides without photos or graphs, text is centered on slide. Subtitles are 28 pt. Arial.
Knowledge Management In an increasingly digital world where people can be more remote from one another than ever, the concept of knowledge management has taken place as an important objective for any enterprise. Defined wistfully by the phrase “if only we knew what we know,” knowledge management is more than simply organizing an enterprise’s data in a certain way. Conceptually, “information” is organized data, while “knowledge” is analyzed and understood information. State-of-the-art knowledge management can be used to increase innovation, reduce costs, improve processes, and increase customer satisfaction. These effects are achieved by allowing the entire enterprise to capitalize on best practices—no matter where the practice is developed—and by enabling the entire enterprise to benefit from the aggregate experience of its people. The effective use of information technology and the management of enterprise data are critical as firms seek to improve speed and efficiency as well as manage innovation and knowledge. Specifically, these issues are manifested as follows: In today’s competitive environment, first mover advantage in both marketing and innovation is becoming increasingly important. To effectively do this, companies must be able to synthesize both internal and external information quickly for faster, better decision-making. This has led to the increased importance of knowledge-management and/or business intelligence systems . Enterprises of all sizes are faced with increasing amounts of information about their supply chains, customers, competitors, and so on. To be successful in the knowledge economy, companies must learn to capture this information and turn it into knowledge for strategic planning, offering development, and process improvement.
Let’s look at the major components of a eCRM e-business model. Your customer support directly interacts with your customers in the front office. Your data warehousing, order management and distribution areas reside in the back office. CLICK There are several channels that go directly to the front-end systems and processes. These include the traditional phone contact, the web contact channels (VoIP, text chat and web collaboration), e-mail, Fax, and traditional mail. The customer interaction front-end applications are integrated with the back-end systems to provide catalogs, inventory levels, billing capabilities, pick, pack, and shipping of the products. This integration from front-end to back-end provides the contact agents with a “lifecycle” view of a customer’s interaction with a company. CLICK. In addition to the direct channels, several customer interactions go directly to the back-office. These include applications on the web, wireless communications, kiosks, as well as fax, e-mail, and traditional mail. CLICK All contact information and updates to the various applications throughout the customer’s “walk-though” the different departments of the corporation are stored in a data warehouse. By constantly uploading and downloading information to and from the data warehouse, customer transactions can be personalized, products can be recommended for upsell; cross sell opportunities and target audiences can be determined for campaign creation and management.
The Peregrine S5S Assembly area operated as follows seats were tied to conveyor carriers at the initial load station in broadcast sequence - carriers were identified using RF tags certain stations required picking of parts from bins. When the carriers arrived at the station, the RF ID was fed into Wonderware, Wonderware queried an ORACLE database for picklight information, and then Wonderware triggered a series of bits in the PLC to light certain picklights in the parts bin for picking. certain stations required torque information from the torque guns at the station. Key data was sent from these devices to Wonderware. Wonderware ensured that when the carrier left the station, enough good torque readings would be obtained. Otherwise it then marked the carrier for repair and tracked that information. all stations allowed operators to indicate the seat was in need of repair. Wonderware tracked this through a PLC push button trigger. Wonderware also got cycle times from the PLC at each of the stations and stored that data into the database for historical use. Wonderware also kept track of the seat test information and also marked the seat for repair if it did not receive positive confirmation from the seat testing system. Wonderware fed the repair area with a display of all of the repair information (torque, test, airbag traceability, etc.) if the seat was marked for repair. Much of the information stored was available for use in other areas of the plant.
The two build lines produced two different seats for the same car model. Seats needed to be shipped in sequence to assembly plant Because of varying build times and any necessary repairs, seats may not be produced in sequence, hence the sequencer area Fixed scanners read pallet ID and determined where pallet should go at various stations Hand scanners were used in manual inspection areas Stripper/loader would strip pallet and load seats in sequence on the truck bound to the assembly plant
KM Strategy tied to strategic Market/Business Models
- International Industry proprietary or generic open standards
- Evolve from manual to automated
Global Executive Enterprise Process Management
Integrate ISO, CMM, Balanced Scorecard and Malcolm Baldridge processes first, then automate with corporate enterprise processes (e.g. Start with ERP industry specific best practices process automation )
- Work Systems
Collaborative and incented to share information
Cross functional high performance teams support re-use
Incentives/rewards based on Global Market Plan Goals
Sample IT Delivery Architecture Components - Configuration Release Management … Modeling of the processes performed by the enterprise to meet its objectives and showing the inter-relationships between the processes and the resources required Definition of the scope of automated systems and their inter-relationships. It represents a high-level design of the application solution defining how core-usable standards, business process components will be supported with systems. Definition of the types of data required to support the business process Definition of the integrated hardware, software and communications components which provides the technical platform to support the business systems and data structures. Includes operating system, middleware, and system pre/co-reqs Definition of how people are/should be organized to carry out the defined business processes Business Process Architecture Application Architecture Information Architecture Organization Architecture Technology Architecture
Integrated Enterprise IT Framework Strategy A Quality Systems Perspective 4 Information and Analysis 1 Leadership 7 Results Customer and Market Focused Strategy and Action Plans 5 Human Resource Focus 3 Customer & Market Focus 6 Process Management 2 Strategic Planning Information and Analysis