APQC Bombardier may webinar final

IMPLEMENTING KNOWLEDGE
MANAGEMENT AT BOMBARDIER
APQC May Knowledge Management Community Call
Presented by:
Marco Beaulieu, Head of Knowledge Management
Practice and Magali Deschênes, Knowledge Management
Specialist

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SPEAKERS
Marco Beaulieu
Head of Knowledge
Management
Magali Deschênes
Knowledge Management
Specialist

PRIVATEANDCONFIDENTIAL
©BombardierInc.oritssubsidiaries.Allrightsreserved.
KNOWLEDGE
MANAGEMENT
Let the sum of our knowledge
exceed expectations
KNOWLEDGE
MANAGEMENT
AT BOMBARDIER
Marco BEAULIEU
Head of Knowledge Management
Practice
Magali DESCHÊNES
Knowledge Management Specialist
May 21st, 2015

KNOWLEDGE MANAGEMENT AT BOMBARDIER
Agenda
BOMBARDIER OVERVIEW
KNOWLEDGE
MANAGEMENT JOURNEY
KNOWLEGDE DOMAIN
SUPPORT
HERITAGE PROJECT
COLLABORATION
PLATFORM
VISION AND
NEXT STEPS
5

Agenda
BOMBARDIER OVERVIEW
KNOWLEDGE
MANAGEMENT JOURNEY
KNOWLEGDE DOMAIN
SUPPORT
HERITAGE PROJECT
COLLABORATION
PLATFORM
VISION AND
NEXT STEPS
6

BOMBARDIER OVERVIEW
7
 Revenues: $9.6 billion
 Customers in more than 60 countries
 Presence in 41 countries
 Employees: 39,700
 Headquarters in Berlin, Germany
Bombardier Transportation
(Fiscal year ended December 31, 2014)
 Revenues: $10.5 billion
 Customers in more than 100 countries
 Presence in 26 countries
 Employees: 34,100
 Headquarters in Montréal, Canada
Bombardier Aerospace Activities
(Fiscal year ended December 31, 2014)

BOMBARDIER OVERVIEW
We offer a broad aircraft portfolio
8
Business Aircraft Commercial Aircraft
Learjet Family
Challenger Family
Global Family
Q-Series Turboprops
CRJ Family
CSeries Family
Specialized Aicraft
Amphibious

Agenda
BOMBARDIER OVERVIEW
KNOWLEDGE
MANAGEMENT JOURNEY
KNOWLEGDE DOMAIN
SUPPORT
HERITAGE PROJECT
COLLABORATION
PLATFORM
VISION AND
NEXT STEPS
9

10
Time in the
office
Looking for
missing info
Design, analysis,
and business
value-added
Document
mgmt
Searching for
info
Rework Meetings
Informed design
decision making
 Repetition
Document Management
 Additional manipulations
Meeting management
• Missing stakeholder
• Purpose not clearly
defined
NVA
KNOWLEDGE MANAGEMENT JOURNEY
Case for change
Engineers report more than 30% of their time in office
is spent on non value-added (NVA) tasks

11
TODAY:
• Multiple uncoordinated databases
• Poor search functionalities
• A loose network of engineers
• Experts fire fighting on programs
• Existing knowledge that is not shared
• Poor incentives to create new knowledge
TOMORROW:
Efficient knowledge marketplace :
 Knowledge communities
 Detailed company directory
 One-stop search tool
 Codification systems for reusable
knowledge
1
2
3
4
5
6
Case for change
REOCCURRING DESIGN ISSUES AND
TIME LOSS IN SEEKING KNOWLEDGE
AND EXPERTISE
REDUCED REPEATED MISTAKES AND
INCREASED EFFICIENCY FOR OUR
EMPLOYEES

How do we support BOMBARDIER’s priorities?
12
ACHIEVE FLAWLESS EXECUTION
Harness collective knowledge
Increase communication alignment and
efficiency
Improve professional networking
between experts
Provide high quality end-products
Improve organizational effectiveness &
productivity

How are we structured to thrive?
13
STEERING COMMITTEE
KNOWLEDGE DOMAINS
KEY ROLES :
• Knowledge
Management Specialist
• Change Management /
Communication
Specialist
• Information
Technology Specialist
Control
Systems
Propulsion Acoustics
Cabin
Interior
Electrical
HUMAN
RESOURCES
INFORMATION
TECHNOLOGY
KNOWLEDGE
MANAGEMENT

Agenda
BOMBARDIER OVERVIEW
KNOWLEDGE
MANAGEMENT JOURNEY
KNOWLEGDE DOMAIN
SUPPORT
HERITAGE PROJECT
COLLABORATION
PLATFORM
VISION AND
NEXT STEPS
14

15
What is
Knowledge
Management?
Who
knows
what?
Anything
new?
How to
collaborate?
Where to
find stuff?
How to be more
effective in my
job? (Know
How)
How can I
improve my
competency?

KNOWLEDGE DOMAIN SUPPORT
What’s in it for knowledge domain community members?
16
Easily find
experienced
individuals with the
most appropriate expertise
across BOMBARDIER
Have BOMBARDIER
wide knowledge
documents and links at
the end of your
fingertips
Improved
communication and
bridge silos around you
Work through the barriers to
your productivity by reusing
“what we know”

CONNECTING
• people and bridging silos
SHARING
• knowledge and best practices
SUCCEEDING
• in solving problems and helping each other
Why launching knowledge domains at BOMBARDIER?
17
“Connect engineers into
a network of knowledge
to foster ongoing
innovation”

18
28 Engineering Communities of Practice
KNOWLEDGE DOMAINS
Acoustics Flight Test
Aerodynamics Flight Deck Design
Aircraft Configuration Loads & Dynamics
Airworthiness Mass Properties
Airframe Structure Materials and Processes
Avionics Pneumatics
Cabin Interior Product Integration
Cabin Systems Program Management
Configuration Management Project Management
Control Systems Propulsion
Electrical Reliability Maintenance & Safety
Electronic Equipment Design
Assurance
Stress
Electromagnetism System Simulation
Experimental Thermodynamics

Knowledge Owner
Knowledge
Focal
Subject Matter Experts
Senior Engineers
Community Members
Montreal
Toronto
Wichita
Belfast
Knowledge Domain Key Roles
Knowledge
Focal
Knowledge
Focal
Knowledge
Focal …
Structure
Business
Aircraft
Commercial
Aircraft
Aerostructures
Product
Development
Engineering
Queretaro

20
Knowledge Owner: Community Manager
• Strategic Leader
• Inspirational Leader
• Technical Leader

How did the APQC’s maturity model help us structure our reality?
21
Stakeholders
Engagement and
Knowledge Owner
Nomination
Governance and
Onboarding / Kick-off
Knowledge Transfer
Knowledge Gaps
Technical Training Plan
Lessons Learned and
Social Learning
Ideation
Level 5
Innovate
Level 4
Optimize
Level 3
Integrate
Level 2
Develop
Level 1
Initiate
Continuous
Improvement &
Standardization
Cross Community
Collaboration
Value Added
Practices
Community
Structure
Community
Creation
Learning
Organization
Leverage
Knowledge
Share
Knowledge
Connect
People
* APQC:American Productivity & Quality Center

How did we transfer the maturity model into action?
22
• Vision, mission and objectives (as per each discipline)
• Stakeholders Map
• Domain and sub-domains breakdown
• Community members list
• Detailed action plan for each level
• Important links to toolbox
REFERENCE DOCUMENT
• An onboarding kit for all key roles of the knowledge domain
• Templates and guidelines for each activity / deliverable
• Examples for all deliverables
TOOLBOX
• Evaluation of knowledge domains’ maturity as per 9 key parameters
MATURITY ASSESSMENT
• Leadership balance scorecards
• Maturity Level
• Adherance to plan
• Gap closure adherance to plan
GOVERNANCE & KPIS

Key Success Factors
23
STRONG ALIGNMENT WITH
HUMAN RESOURCES
KEY PERFORMANCE
INDICATORS AND SUCCESS
STORIES
COMPELLING CHANGE
MANAGEMENT STRATEGY
DEDICATED KNOWLEDGE
MANAGEMENT SPECIALISTS

Agenda
BOMBARDIER OVERVIEW
KNOWLEDGE
MANAGEMENT JOURNEY
KNOWLEGDE DOMAIN
SUPPORT
HERITAGE PROJECT
COLLABORATION
PLATFORM
VISION AND
NEXT STEPS
24

HERITAGE PROJECT
Managing organizational memory with intergenerational knowledge transfer
25
The Heritage was launched to address two major issues :
• Population is aging and a high proportion of their workers is set to retire.
• New employees need to acquire knowledge rapidly to integrate it into their workplace.
• Objectives:
• Elaborate best practices / a new methodology to capture and share knowledge within the
Aerospace cluster.
• Develop a set of processes and tools to capture and share knowledge amongst
generations.
• Deliver a toolbox to capture people’s “Heritage” at BOMBARDIER.
• Approach:
• Research-action project led by the Aerospace cluster & HEC Montreal
Jean-François Harvey, (2012),"Managing organizational memory
with intergenerational knowledge transfer",
Journal of Knowledge Management, Vol. 16 Iss: 3 pp. 400 - 417

26
Methodology: a five step process:
1
• Identify
Knowledge
Transfer
opportunity
2
• Identify critical
Knowledge to
transfer
3
• Define
Knowledge
Transfer
Program
4
• Execute
Knowledge
Transfer
Program
5
• Present & share
output of
program
Knowledge Mapping
& critical knowledge
assessment
Knowledge
Transfer Program
Mentoring, coaching,
knowledge capture /
transfer
Share and socialize
the candidate’s
heritage
Demography
Analysis
Managing organizational memory with intergenerational knowledge transfer
HERITAGE PROJECT
Key deliverables:
• Competency assessment
• Mission-Critical knowledge “mind map”
• Knowledge transfer plan and status update
• Knowledge capture/sharing events

HERITAGE PROJECT OVERVIEW
Key Takeaways
27
Ensure Heritage process is integrated in Human Resources best
practices
Launch Heritage Program minimum 12 months before retirement date
Involve peers in knowledge capture sessions
Offer blended “Heritage” solutions (video, podcast, use cases, etc.)
Integrate Heritage outputs to corporate training curriculum

Agenda
BOMBARDIER OVERVIEW
KNOWLEDGE
MANAGEMENT JOURNEY
KNOWLEGDE DOMAIN
SUPPORT
HERITAGE PROJECT
COLLABORATION
PLATFORM
VISION AND
NEXT STEPS
28

COLLABORATION PLATFORM
29
The Collaboration Platform
will…
 Enable the integration of content
management, workflows,
enterprise search, and social
collaboration.
 Provide faster access to critical
knowledge for Product
Development programs
Implement a solution for the engineering community to capture,
organize & disseminate reusable knowledge.

High level scope
30
Collaboration
Platform
Enterprise
Search
Tacit
Knowledge
Capture
Int. Capital
Security
Control
Enterprise
Taxonomy
Automated
workflow
Contribution
Recognition
Collaboration
functionalities
Content
Management
Capabilities
Expert
Locator

Key Takeaways
Perform a pilot project to refine the vision and
the business requirements.
Involve engineers from the get go to capture
feedback and create a “power user” community.
Implement a taxonomy to structure content and
ease search of information.
Co-own the delivery of the enterprise solution
with the Information Technology Team.
Support deployment with a solid change
management strategy.
31

Agenda
BOMBARDIER OVERVIEW
KNOWLEDGE
MANAGEMENT JOURNEY
KNOWLEGDE DOMAIN
SUPPORT
HERITAGE PROJECT
COLLABORATION
PLATFORM
VISION AND
NEXT STEPS
32

VISION AND NEXT STEPS
Using knowledge management to drive innovation
Efficient innovation—Access to information, ideas, and experience enables individuals and
teams to devote their time to build on good ideas and incorporate them into innovative
products and processes.
1. Managing technical and scientific information
2. Centrality of information technology and repositories
3. More conscious knowledge management
4. A bias against reuse of knowledge
5. Expertise locators
6. Communities of practice (CoPs)
7. Human resource practices
8. External collaboration
9. KM infrastructure and resources
10. Measurement
33
*APQC - Using Knowledge Management to Drive Innovation.

Conclusion
34
Executive sponsorship:
• Our #1 priority in developping a strong Knowledge
Management practice.
Benchmarking and R&D:
• A must have to implement and evolve Knowledge
Management methodologies and tools.
Alignment with business objectives:
• The only strategy that can drive engagement and
performance.
Change management:
• A key component to ensure communities thrive.

Key documents we have used from APQC
Sources and references:
• Level of Knowledge Management Maturity
• Expertise Locator Systems
• Executive’s Role in Knowledge Management
• Improving the Flow of Knowledge in Product Development
35

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