Knowledge Sharing for Operational Excellence


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A case study with Texas Instruments

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Knowledge Sharing for Operational Excellence

  1. 1. Leveraging Knowledge for Operational Excellence A case study on Best Practices Sharing Krishnamachari Archana G1001030E
  2. 2. Agenda <ul><li>Best Practices – Knowledge Application </li></ul><ul><li>O Dell’s best practice framework </li></ul><ul><li>BP Internal Transfer </li></ul><ul><li>A case in point </li></ul><ul><ul><ul><li>Approach to BP </li></ul></ul></ul><ul><ul><ul><li>Strategies Used </li></ul></ul></ul><ul><ul><ul><li>Enablers to BP sharing </li></ul></ul></ul><ul><ul><ul><li>Benefits derived from the project </li></ul></ul></ul><ul><ul><ul><li>Lessons Learnt </li></ul></ul></ul><ul><ul><li>The “evolving” next practice </li></ul></ul>
  3. 3. Best Practices <ul><li>If Only We Knew What We Knew </li></ul><ul><li>Inside every organisation, lies unknown, untapped, vast treasure houses of knowledge, know-how and best practices. </li></ul><ul><li>Pockets of business and process excellence exist alongside mediocrity. </li></ul><ul><li>Best practices and internal benchmarking are tools for achieving excellence through knowledge. </li></ul>
  4. 4. Making BP happen <ul><li>O’Dell identifies four enablers – Strategy, technology, culture and measurement for BP to be successful. Six tactics were used for making BP a success in an organization </li></ul><ul><li>Alignment to central business strategy </li></ul><ul><li>Knowledge and BP Transfer </li></ul><ul><li>Customer focused knowledge management </li></ul><ul><li>Employee responsibility of knowledge creation and sharing </li></ul><ul><li>Innovation and knowledge discovery </li></ul><ul><li>Intellectual Asset Management </li></ul>
  5. 5. Case Study – Texas Instruments Texas Instruments implementation of Best Practices through TI-BEST
  6. 6. BP Sharing at TI <ul><li>Transfer is ``identifying and learning from best practices and applying them in a new configuration or new location'' (O'Dell and Grayson, 1997). </li></ul><ul><li>TI’s Best Practice Sharing (TI –BEST) is built on a supply/demand model . It was created in 1994. </li></ul><ul><li>The goal is to provide a global mechanism for TI’s businesses to communicate their strengths and weaknesses. </li></ul><ul><li>A four step improvement process was devised to support TI-BEST </li></ul><ul><ul><li>Defining business excellence </li></ul></ul><ul><ul><li>Assessing progress </li></ul></ul><ul><ul><li>Identifying improvement opportunities </li></ul></ul><ul><ul><li>Establishing and deploying an action plan </li></ul></ul>
  7. 7. BP Sharing at TI <ul><li>A 15 member BPS team was set up and a formal roll out on the “alignment to business strategy” was spread. </li></ul>Strategy Measurement Culture Customer O’Dell’s Frame work
  8. 8. BP Sharing at TI <ul><li>The Best Practices KnowledgeBase has itself become a best practice inside and outside TI. </li></ul><ul><li>OBP is dedicated to reducing learning times and releasing resources that would otherwise be spent rediscovering knowledge that TI already possesses </li></ul><ul><li>TI looks at knowledge creation in four aspects </li></ul><ul><ul><li>Customer knowledge </li></ul></ul><ul><ul><li>Competitive business intelligence </li></ul></ul><ul><ul><li>Processes </li></ul></ul><ul><ul><li>Products </li></ul></ul>Meeting of the minds – Seminar on knowledge sharing and BP transfer Share Fair
  9. 9. Technology – The Enabler <ul><li>IT has been a key enabler in making BP sharing possible. TI’s long history of developing, adapting innovative information technologies has helped hand in this mission </li></ul><ul><ul><li>Lotus Notes capability to replicate Best Practices Knowledgebase to all servers provides simultaneous, worldwide access without response time issues. </li></ul></ul><ul><ul><li>The integration of Notes™ databases and the Internet through the InterNotes </li></ul></ul><ul><ul><li> Publisher™ and Netscape functionality permits the delivery of best practices to a much broader audience through TI’s intranet. </li></ul></ul><ul><ul><li>The standardization of desktop applications on the Microsoft suite allows people across TI (and outside TI) to share source documents through attachments and file transfers. </li></ul></ul><ul><ul><li>Collaborative discussion environments provided through Lotus Notes™ allows the posting of topics and responses to those topics and provides a mechanism to save and search these discussions. </li></ul></ul><ul><ul><li>Intelligent agents and the ability to link to other resources available on the web have enabled the BPS team to add links to other resources rather than replicate them. </li></ul></ul>
  10. 10. Benefits <ul><ul><li>The project was aimed at eliminating pockets of mediocrity in TI and to spread world-class excellence through out the enterprise. Some of the benefits directly attributable to TI- BEST are </li></ul></ul><ul><li>In 1995, TI Europe received the European Foundation for Quality management’s European Quality Award and TI Singapore received the Singapore Quality Award. </li></ul><ul><li>TI’s semiconductor business generated a second ‘free fab’ of capacity in 1995 by sharing practices across a wider breadth of wafer fab operations. In 1996, they achieved yet another ‘free fab’. Cost avoidance is estimated in excess of US$1.5 billion. </li></ul><ul><li>TI achieved top ranking in customer satisfaction in the semiconductor industry in 1995. </li></ul><ul><ul><li>TI’s line of Notebook Computers was cited for product excellence </li></ul></ul>
  11. 11. Lessons Learnt <ul><li>More than tangible benefits – BP Sharing has led to first truly global effort taken at TI to break barrier of autonomy and create a single identity. </li></ul><ul><li>BP sharing has evolved as a mechanism to initiate dialogue between employees and management </li></ul><ul><li>BP sharing is an ongoing philosophy and is now directed at building a solution to achieve business excellence ( with estimated cost benefits of over US $1billion) </li></ul><ul><li>Technology has been a key enabler in making the BP sharing initiative a success at TI. </li></ul>
  12. 12. What’s next? <ul><li>TI aims at creating a business environment that generates “reusable solutions” to common problems. To move from a isolated business environment, TI has undertaken the following projects. </li></ul><ul><ul><li>A TI yellow pages directory to allow employees to set up “Connect Pages” and to communicate on current activities, interests etc. </li></ul></ul><ul><ul><li>TI “Want-Ads” to allow employees to upload new projects/ideas for peer review. These ads will solicit ideas for solving key problems. </li></ul></ul>
  13. 13. References <ul><li>Gurteen Knowledge Blog . (2008). Retrieved April 20, 2011, from </li></ul><ul><li>Cramm, S. (2009, September 11). Harvard Business Review Guest Blogs . Retrieved April 24, 2011, from Harvard Business Review : </li></ul><ul><li>Johnson, C. (n.d.). Leveraging Knowledge for Operational Excellence. Journal of Knowledge Management . </li></ul><ul><li>O Dell, C., & Jackson, G. (1998). If only we knew what we knew. California Management Review . </li></ul><ul><li>Schubert, F., Ravi, S., & Alton, C. (2007). Knowledge Management Tools and Techniques. Singapore: Pearson. </li></ul>
  14. 14. Thank You