Competence Management


Published on

This presentation was craeted for the I-ESA Workshop held in Valencia Spain, on Enterprise Interoperability.

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Competence Management

  1. 1. Competence Management for Collaborative Manufacturing Networks I-esa 2012 Dr Jay Bal International Digital Laboratory University of Warwick
  2. 2. Project Overview Innovative End-to-end Management of Dynamic Manufacturing Networks• Agenda – Why Network Management – Network Competences – Models From Previous Work – Problems – Our Experience 20/03/ 2012 IMAGINE Workshop I-esa 2012 2
  3. 3. Collaborative Supply NetworksThe conventional wisdom is that competition in the future will not be company but supply chain vs. supply chain. But the reality is that instances of head-to-head supply chain competition will be limited. The more likely scenario will findcompanies competing -and winning- based on the capabilities they can assembleacross their supply networks. Inside the Value System Value Network Business
  4. 4. Luis M. Camarinha-MatosLuis M. Camarinha-MatosBreeding Virtual Professional E-Science / Agile shop floorEnvironment Organization / Virtual Virtual Labs Virtual enterprise Community . Mix network . Dynamic cells people- . Temporary of . Network of organizations. Long term network manufacturing skilled people . Access toassociation . Goal oriented resources . ... remote. Ready to consortiumcollaborate equipment Collaborative Networks . Networks of autonomous organizations, people, resources, or mixed . Common goals to be achieved by collaboration . Agreed principles of operation and interoperable infrastructures A discipline of collaborative networks shall focus on the structure, behavior, and evolving dynamics of networks of autonomous entities that collaborate to better achieve common or compatible goals
  5. 5. Competence Management• The competencies of a network can be defined through its three main constituents (Eemilova & Afsarmanesh (2006): – The Competencies of the Collaborative Network itself. – The Competencies of the member organisations. – The competencies of any resulting supply chain.• There is a lack of theoretic foundation in the area of organisational profiling (EcoLead EU FP6) 20/03/ 2012 5
  6. 6. Ermilova & Afsarmanesh (2006)5 Networks in 5 Countries:4 Collected Profiles3 Collected Competency Profiles Their 4C model 1- Capabilities, 2- Capacities, 3- Costs, and 4- Conspicuities. 20/03/2011 I-esa 2012 6
  7. 7. Rosa et al (2011) Hard Factors Soft FactorsTransactional CollaborativeProcesses Processes Activities, Processes, Value Systems Machinery, Standards Organisational CultureLeading to the idea of a Rule-based Fitness Assessment methodology for forming partnerships 20/03/ 2012 I-esa 2012 7
  8. 8. West Midlands Collaborative Commerce Marketplace (WMCCM)• Collaborative Marketplace to: – Find New Business Opportunities – Find appropriate partners to address the opportunity – Collaborate to deliver the contract (collaboration spaces, supply chain visibility)• 11,000 Company members• 400 Competence Profiles members Competence = Capability x Skill 20/03/ 2012 I-esa 2012 8
  9. 9. Competence Collection & Management Systems• Ermilova (2005) suggested the following functions:• Creation: this is conducted at registration time and included input from the Member, Network administrator, Network Advisor, Ontology Expert, and competency manager• Updating: A policy and procedure for updating of stored information is required.• Structuring facilitates ease of use and comparability for user navigation. They suggest that structuring forms the member profile into two sections. A list structure for general information (contact information, general information, industry information etc) and an ontology mapping for the competency information (such as processes, products, resources etc). They suggest a NACE based competency classification.• Search and retrieval: Helps identify the best members for a VO, and helps members identify possible customers for their competencies. They stress flexibility, the user states values for any set of profile elements and allow the use of restriction definition in the assessment of these elements e.g. only companies with more than 10 employees.• Analysis: VBE members profiles can be evaluated according to different criteria e.g. the suitability of the competencies to the VBE (as suggested by a Ken Thompson type mapping), quality of products etc. They suggest a main purpose here is to suggest new directions in competency for members. Event - Place 9
  10. 10. E-CAT Hodik 2009• Based on P2P networks, the e-CAT hybrid catalogue – Members’ registration authority: Member identification module, which provides full control for members to enter or leave a collaborative network – Catalogue of competency classes: A common framework for describing competency of member organisations, and make exact description of the member organisations’ competencies available for searching. – Distributed profile catalogue: Full or restricted access to their profile for other members.This systems again emphasis the “a common understanding of member profiles andcompetencies”This with most systems leads to the requirement for an Ontology to map membercompanies against.The other issue highlighted is the problem of maintaining competence profiles.Keeping them up to date. ( semantic analysis of update emails). Event - Place 10
  11. 11. Network Management Framework (Romero & Molina) Event - Place 11
  12. 12. Ken Thompson Heat Maps• The Hot, Warm, Cold and Ice zones are crucial in defining the newtworks Business Development, Member Acquisition, Align and NPD plans. Event - Place 12
  13. 13. Lazio Aerospace – COIN IP 2011 Event - Place 13
  14. 14. WMCCM System• Competence Data Collection The following are some of the hard and soft factors that will be collected from companies to confirm well-matched collaboration. – company key indicators – awarded standards – key manufacturing and management process capabilities – core skills – business philosophy and knowledge of a market – Company key indicators – Operational Flexibility ( Runners, Repeaters and Strangers).• Normalising – Costly process of validating and rating the information collected• Making Competence available for searching and for partnership formation. – Based on Hard competencies and then via a cultural fit assessment Event - Place 14
  15. 15. Ontology Management• All the systems described so far require some sort of ontology for mapping the capabilities/competencies of companies against so that searching and partner formation can be enabled. 26 October 2011 Event - Place 15
  16. 16. WMCCM Competence Profile Hard Competence Information Trust Information Soft Information26 October 2011 Event - Place 16
  17. 17. WMCCM System Event - Place 17
  18. 18. Updating competence Information• Automated Update Mechanisms• Ebay type rating systems• Dated Certification Systems• Who owns the competence profile?• How can we trust the ratings? – The major cost of any Network Competence Management Systems is in the collection and assessment of the competencies – No company ever says “actually we are not very good at that!”• Static Measures – fairly well addressed in the existing literature• Dynamic Measures – little addressed but a key part of any viable Manufacturing Network Event - Place 18
  19. 19. Matrix Example Products & Generating Services Orders PotentialFinancing InexperiencedGrowth Fulfilling Orders Experienced Expert Developing Holistic Values New Markets & Vision Developing People
  20. 20. 1. Customer Focus 2. Business development and change management 3. Product Innovation 4. Logistics and Resource Efficiency 5. Process Innovation 6. People Effectiveness 7. Financial Management 8. ICT Management20/03/2011 Event - Place 20
  21. 21. Get Involved Special Interest Group #1 IMAGINE Industry Community Join the IMAGINE Specific Interest Groups IMAGINE Partners’ Supply Chain Collaborators for collaboration during IMAGINE Collaborators Network the different phases of (SMEs) the project! IMAGINE partners Special Interest Group #2 IMAGINE Scientific CommunityMore details: General Stakeholders 20/03/ 2012 I-esa 2012 21
  22. 22. Thank you for your attention! info@imagine-futurefactory.euImagineFF Imagine Future FactoryImagineFutureFactory ImagineFutureFactory Event - Place