Sanjay Swarup
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  • This is a sample only 1. BPR (Best Practice Replication uses CoPs) – will talk in greater detail 2. Global Information Standard (GIS) intranet version Establish requirements for the systematic management of corporate records and Provides a records retention schedule per requirements of legislation, regulation, legal and business needs. Provides guidance and ensures enforcement and compliance with Corporate policy per business needs i.e. accounts receivable 15 yr retention Value: compliance is greater than 95% (5% people on medical, technology issues) Lesson Learned –solicit input from business units prior to finalizing – PD documents need to be functional centric (stage of vehicle development) vs. document centric. 3.HR Online Personal data updates (name change, address change, telephone number change, marital status change, dependents change etc) Value - 95% drop in phone calls 4. eRoom : Collaboration 5. Team Connect – All of the features of MS SharePoint –Team sites, Collaboration, threaded dialogue, instant messenger 6. Podcasting/Wikis/Blogging are currently under development
  • Sample only of the Division Level KM enablers KBE: rule and experience based tools for engineering design PCAS: # 1102006 IT CoPs: 18 CoPs – Data Base Administrators, Program and Project Management, Business Analysts etc
  • CULTURE: Tom Davenport, analyzed 31 successful KM projects in 24 major companies. One of the most important common denominators was the culture: Senior Leadership support and constant encouragement 2. Employees are not inhibited from sharing knowledge 3. Employees are motivated and intellectually curious about how to do things better
  • Fidelity Net Benefits --401K Ford Retirement Plan – What If analysis
  • 350 odd steps for launching a vehicle
  • Fidelity Net Benefits --401K Ford Retirement Plan – What If analysis

Transcript

  • 1. A Decade of Knowledge Capture & Re-use: Lessons Learned Sanjay Swarup [email_address] Senior Specialist Knowledge Management Ford Motor Company KM World 2006 San Jose, CA October 31 - November 2, 2006
  • 2. Agenda
    • Ford Motor Company Profile
    • Overview of KM efforts at Ford
    • Lessons Learned
    • Q & A
  • 3. Profile
    • Ranked #5 by Fortune 500
    • Established 1903 at Dearborn, Michigan
    • Celebrated 100th Anniversary in 2003
    • Manufacture and distribute 8 brands of automobiles in 200 markets across 6 continents
    • 2005 Global Revenues: $177 Billion
  • 4. KM is Decentralized Enterprise Level KM Enablers Sample of Enterprise level KM enablers
    • BPR CoPs (1994 )
    • (Best Practice Replication: Uses Communities of Practice (53) to capture and share process improvements)
    • GIM (1998 )
    • (Global Information Management: Standards, records classification, retention schedule, annual file review, etc)
    • HR online (1999 )
    • (Human Resources: Employee self service- health care dependents, medical plan, emergency contacts, address change, phone number, marital status, tax withholdings, etc)
    • eRoom (1998 )
    • (about 3000 virtual team rooms: collaboration, project tracking, etc)
    1990 2000 2010
    • Team Connect (2006)
    • (MS Share Point + Instant Messenger +)
  • 5. Best Practice Replication
    • Most widely recognized application for knowledge capture and re-use
    • Robust process has not changed since launch in 1994
    • Most adaptable and transparent process for capturing value
    • Process, not software, licensed to Shell Oil, Nabisco, Kraft Foods, and US Navy
  • 6. Senior Leadership Site 1 Site 3 Site 2 Community Gatekeeper Best Practice Replication Structure of a Community of Practice Sponsor, support, encourage Approve practice for replication Knowledge Workers Focal Point (s): Add new draft practice Replicate practice Site x
  • 7. DRAFT PRACTICE : Focal Point at Locations enter Proven Practices: 1 REVIEW DRAFT PRACTICES: Gatekeeper looks for replicable practices; Collaborates with SMEs . APPROVE PRACTICE: Gatekeeper approves only replicable high-value practices. PUSH the KNOWLEDGE: Outlook email notification to all Community Focal Points at each Location. PRACTICES REVIEWED by each location team members for applicability. ADAPT/ ADOPT/ NOT ADOPT DECISION made at each location. “Copy with Pride” FEEDBACK: Focal Point at each location enters adopt/not adopt decision . REPORTS: Progress Reports available to all PEER RECOGNITION: Practice originators & replicators. 2 6 5 4 7 8 9 3 Best Practice Replication 9 Step process
  • 8. GIM: Global Information Management
  • 9. Over 3000 Virtual Team Rooms (eRooms)
  • 10. Team Connect
  • 11. Sample of Division level KM enablers
    • PCAS (2001 ):
    • (Preventive and Corrective Action System
    • Lessons Learned institutionalized into
    • Powertrain Division Procedures)
    • IT CoPs (2003) :
    • (18 CoPs: DBA, Project Management,
    • Business Analysts, etc
    • network, collaborate, share best practices, etc)
    • Engineering Tech Clubs (1996 ):
    • (36 CoPs: Brakes, fuel systems, frames, steering, etc - capture and share process improvements in Product Development )
    • Knowledge Based Engineering (1995 ):
    • (Rules and Experienced based tool for product design )
    KM Decentralized at Ford Division Level KM Enablers 1990 2000 2010
  • 12. KBE: Knowledge Based Engineering KBE, Knowledge Based Engineering, a design tool, has engineering rules and experience baked-in. Any deviation is flagged and needs supervisor approval.
  • 13. KBE: Knowledge Based Engineering
  • 14. IT Communities of Practice 18 IT Communities of Practice …………… Business Analysis ………… Security ………… Project Management ……… .
  • 15. PCAS Preventive & Corrective Action System
  • 16. Seven Lessons Learned Ongoing Reward & Recognition 7. Explicit & Tacit Knowledge 6. CoPs – not sole enabler 5. Comply with Company Culture 4. Knowledge Capture & Reuse Institutionalized 3. Clear Value Proposition 2. Ongoing Encouragement & support 1.
  • 17. Lesson #1
    • Leadership must provide
    • ongoing encouragement and support
  • 18. #1 Leadership Encouragement and Support
  • 19. Lesson #2
    • Everybody listens to WIIFM (What’s In It For Me?)
    • or
    • (What is the clear value proposition?)
  • 20. #2: Clear Value Proposition
    • Benefits Menu
      • Manage 401K
      • Retirement Plan
      • Health Care
  • 21. #2: Clear Value Proposition
    • Personal File Menu
      • Tax withholdings
      • Health Care dependents
      • Life Changes
  • 22. Lesson # 3
    • Institutionalize Knowledge capture and re-use
  • 23. #3: Institutionalize knowledge capture and reuse
    • Knowledge capture and reuse is part of the process
        • Annual Performance Review – Leadership Behaviors
        • Department Procedures – LQOS
        • Cannot bypass the procedure – KBE
  • 24. #3: Institutionalize knowledge capture and reuse
    • 12 Leadership Behaviors
    • …………… .
    • Innovation and Technical Excellence
    • ……………
    • Developing Employees and Teams
    • …………
    • ……… ..
  • 25. #3: Institutionalize knowledge capture and reuse
    • Performance assessed on scalar model
    role model very effective effective somewhat effective Ineffective
  • 26. #3: Institutionalize knowledge capture and reuse A set of pre-defined steps, Launch Quality Operating System, for launching any new vehicle .
  • 27. #3: Institutionalize knowledge capture and reuse LQOS 109: …each activity should review the Best Practice Replication database …. recent improvements made to manufacturing processes ….. LQOS 308: …. capture any manufacturing best practices , that were successfully developed and implemented during the launch, for replication .
  • 28. #3: Institutionalize knowledge capture and reuse KBE, Knowledge Based Engineering: Rule based design tool which has engineering rules and experience baked-in Deviations needs a supervisor approval
  • 29. #3: Institutionalize knowledge capture and reuse
  • 30. #3: Institutionalize knowledge capture and reuse
    • Life Events Menu
      • Loss of Dependent Eligibility
      • Marriage
      • New Child
  • 31. Lesson # 4 Work with the culture, not against it .
  • 32. #4: Work with the culture
    • BPR (1994 )
    • eRoom(1998 )
    • GIS(1998 )
    • HR online (1999 )
    1990 2010
    • Engineering
    • Tech Clubs (1996 ):
    Divisional Level Enterprise Level
    • Podcasting, Wikis, blogs (2007)
    • Team Connect (2006)
    • KBE (1995 ):
    • PCAS (2001 ):
    • IT CoPs (2003) :
    Sample of KM enablers
  • 33. #4: Work with the culture Solicit input from the constituents
  • 34. Lesson # 5
    • Communities of Practice are not the only way to capture and share knowledge
  • 35. #5: Communities are the not only way to capture and share knowledge Enterprise Level Divisional Level
    • BPR CoPs
    • Podcasting, Wikis, blogs
    • GIM
    • eRoom
    • HR online
    • Team Connect
    Sample of KM enablers
    • Engineering Tech Clubs
    • PCAS
    • IT CoPs
    No Communities of Practice Communities of Practice
    • KBE
    • Emerging Concerns System (dynamic)
    • Warranty Data
  • 36. Lesson # 6 Explicit knowledge and Tacit knowledge both have value
  • 37. # 6: Explicit Knowledge and Tacit Knowledge Tacit Knowledge Explicit Knowledge Enterprise Level Divisional Level
    • BPR CoPs
    • eRoom
    • HR online
    • Team Connect
    • Podcasting, Wikis, blogs
    • KBE
    • IT CoPs
    • PCAS
    • Engineering
    • Tech Clubs
    Necessary but not sufficient
  • 38. Lesson # 7 Critical to have an ongoing program for Reward and Recognition
  • 39. #7 Ongoing Reward and Recognition
  • 40. Q & A