Development and Application of Knowledge Management in CLP Power
description
Transcript of Development and Application of Knowledge Management in CLP Power
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Development and Application ofKnowledge Management in CLP Power
Paul PoonDirector – Power Systems
CLP Power Hong Kong Limited
Symposium on Knowledge Management – Towards Organisational Excellence, 8th July 05
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Agenda
Business Background Needs for KM KM Vision, Mission & Strategies Current Developments and Applications Critical Success Factors & Experiences Way Forward
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The CLP Group
•Operates power plants in HK, mainland China, Australia, India, Taiwan and Thailand, with a total of 14,659MW of generation asset.
•Employs 4633 staff, of whom 3877 in Hong Kong
New Territories
Lantau Island Hong KongIsland
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CLP Power in Hong Kong
Electricity Supply since 1903
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0099* 01 02 03 04
*Excludes outages caused by typhoon York
Minute
20
15
10
5
Unplanned Customer Minutes Lost (CML)
Reliability Performance
CLP Power
Singapore
London
Sydney
Tokyo
ParisNew York
Supply interruption duration (Mins)0
25
50
75le
ss r
eliab
le
more
re
liab
le
1.5 1.0 0.5 0.0 Tariff
(HK$/kWh)less affordable more affordable
Tariff vs Reliability
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Environmental Performance
0
20
40
60
80
100
120
140
160
90 91 92 93 94 95 96 97 98 99 00 01 02 03 04
0
5
10
15
20
25SO2 (-35%) NOx (-80%)
Particulates (-68%) CO2 (-5%)
CLPP’s Emissions over the Past 15 Years
CO
2 (
Meg
ato
nn
e)
SO
2 N
Ox &
Part
icu
late
s
(kiloto
nn
e)
Local electricity sales increased from 18,000GWh in 1990 to 30,000GWh in 2004 (70%↑)
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Other Key Business Performance
• Productivity: increased by 127% in the past 10 years
• Tariff: frozen since 1998 and rebated HK$3B in the past 6 years
• Overall winner of the HKMA Quality Award in 2004
• Best Managed Companies Poll 2004 (HK Region) – by Asiamoney
• Corporate Governance Asia Recognition Awards 2004 – by Corporate Governance Asia Journal
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Electricity Supply Chain
Residential Building
Generation Transmission & Distribution Network
Remote Customers
Customer Services
Customer Service: 2.2 million customer accounts
(representing 80% of Hong Kong’s total population)
Installed Capacity:8,263 MWLocal Power Stations:Castle Peak / Black PointPenny’s BayExternal Power Stations:Guangdong Nuclear, Daya Bay / Guangzhou Pumped Storage, Conghua
Transmission System (400kV, 123kV):Substations: 202 Transformer Capacity: 32,161 MVACircuit length: 1,691 km
Distribution System (33kV, 11kV, LV):Substations: 12,215Transformer Capacity: 22,450 MVACircuit Length 10,264 km Data 2004
Different KM initiatives for different business objectives
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Needs for KM
Unique business nature: Unique expertise - one of the 2 power utilities
in HK; no power system equipment suppliers in HK
Knowledge intensive organisation - not easy to replenish experienced staff from the market
Prepare for future growth and challenges:
Expedite job rotations program for staff development and growth
Experienced staff retirement - require systematic approach to retain critical knowledge
Adoption of new advanced technologies - need to acquire knowledge (breadth & depth) in a short time
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Instructions, codes of practices, policies Electronic Document Management System Quality Circle Convention (QCC) Lessons Learnt/ Project Review Documents E-learning Experience sharing Sessions Best Practices Benchmarking ….
KM activities in the past:
We have a long tradition of knowledge sharing….
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Key Strategies Identify & Retain critical knowledge Enhance infrastructure to facilitate
exchange of knowledge Promote the value of sharing working
knowledge Develop new knowledge
Now, we adopt a more systematic and integrated approach in KM
KM Vision & Mission
“To be a leading organization in managing the knowledge
resources to assure effective delivery of electrical energy”
PSBG KM Strategies
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Current Developments and Applications
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PSBG KM Organisation
PSBG KM Steering Committee
PSBG KM Work Group
KnowledgeRepository
Team
iKue ProjectTeam
DepartmentalKM Work Group
KM Work Groupof other BGs
Measurement & Incentive
Team
Community of
Practice
PromotionTeam
ExpertDirectory
Team
To drive the implementation of PSBG KM strategies, a three-tier KM structure is established
Initiatives Project Teams
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Identify and retain critical
knowledge
Enhance infrastructure to facilitate exchange of knowledge
Promote the value of sharing working
knowledge
Develop new knowledge
iKue Project
Project Scope:• Capture mission critical knowledge
• Establish 10 critical knowledge themes
2007-08Distribution 11kV Switchgear O&M10
2007Transmission Switchgear Design9
2007Primary Transformer Design8
2006-07Transmission Cable Circuit Design7
2006Power System Operation Experience & Incidents 6
2006Primary Transformer & Reactor fault diagnosis 5
2005Transmission OHL O&M4
2005Protection O&M3
2005-06Transmission Switchgear O&M2
2004Transmission Cable O&M1
Time FrameKnowledge Theme
2007-08Distribution 11kV Switchgear O&M10
2007Transmission Switchgear Design9
2007Primary Transformer Design8
2006-07Transmission Cable Circuit Design7
2006Power System Operation Experience & Incidents 6
2006Primary Transformer & Reactor fault diagnosis 5
2005Transmission OHL O&M4
2005Protection O&M3
2005-06Transmission Switchgear O&M2
2004Transmission Cable O&M1
Time FrameKnowledge Theme
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Identify and retain critical
knowledge
Enhance infrastructure to facilitate exchange of knowledge
Promote the value of sharing working
knowledge
Develop new knowledge
iKue Project
Project Scope:• Project Schedule: 2004 ~ 2007• Leverage on iKue platform
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KnowledgeElicitation
Subject Experts
Elicitation Tapes
StructureKnowledge
KnowledgeTranscript
DisseminateKnowledge
Structured Knowledge Capturing ProcessIdentify and retain critical
knowledge
Enhance infrastructure to facilitate exchange of knowledge
Promote the value of sharing working
knowledge
Develop new knowledge
iKue Project (cont’d)
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How can iKue be used?
Current iKue Project status•1 knowledge theme rolled out in 2004
•3 knowledge themes being developed in 2005
Identify and retain critical
knowledge
Enhance infrastructure to facilitate exchange of knowledge
Promote the value of sharing working
knowledge
Develop new knowledge
iKue Project (cont’d)
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• Formation of Community of Practices (CoP) to review and update the knowledge themes
• Maintain the contents accurate and include up-to-date info into the knowledge themes
• First CoP established in Q1 2005
Community of Practices
Identify and retain critical
knowledge
Enhance infrastructure to facilitate exchange of knowledge
Promote the value of sharing working
knowledge
Develop new knowledge
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Identify and retain critical
knowledge
Enhance infrastructure to facilitate exchange of knowledge
Promote the value of sharing working
knowledge
Develop new knowledge
KM Portal
Continue to upgrade and maintain KM Portal
• Rolled out in July 04
• Single entry point for various knowledge items
• Contents arranged in logical structure for easy navigation and information retrieval
• Provides website search engine and glossary
• Continuous improvement based on the results of the knowledge audit
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Identify and retain critical
knowledge
Enhance infrastructure to facilitate exchange of knowledge
Promote the value of sharing working
knowledge
Develop new knowledge
A web application that allows user to search for Subject Experts
Subject Experts being nominated to provide advices on technical enquiries
Criteria for nomination into the Expert Directory includes:
•Experience in the field•Communications skills•Knowledge sharing inclination
Expert Directory
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Promote the value of sharing working
knowledge
Knowledge-sharing culture development:
• KM Team Building Workshops
• Quarterly KM newsletter
• Competitions
• E-games
• Roadshows
• KM Workshops / Seminars
• Communication via Departmental KM Representatives
Knowledge Sharing Culture Promotion
Identify and retain critical
knowledge
Develop new knowledge
Enhance infrastructure to facilitate exchange of knowledge
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Measurement and incentive systems
• Recognition ceremonies
• Planned assessment on iKue system by CoP
• KM cultural survey
• KM awards
Measurement & Incentive Systems
Promote the value of sharing working
knowledge
Identify and retain critical
knowledge
Develop new knowledge
Enhance infrastructure to facilitate exchange of knowledge
Contribution
Effectiveness
Culture
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Identify and retain critical
knowledge
Enhance infrastructure to facilitate exchange of knowledge
Promote the value of sharing working
knowledge
Develop new knowledge
Knowledge Audit & Knowledge Repository
Knowledge Audit• Assess knowledge possessed and gaps • Prioritize knowledge areas to be further
captured/developed • Focus on business needs • Use the Knowledge Audit to derive the framework of the Knowledge Repository
Knowledge Repository Roadmap• Positioned as a “Corporate Memory”, comprising:
• Codified Knowledge (tacit & explicit)• Links to subject matter experts / CoPs
• The Codified knowledge should also include Audio/video recordings, best practices documentation, lessons learnt, etc
• Contents of the Repository are to be furnished by line units
BusinessObjectives
Process Flow
Non-codifiedKnowledge
People
Codified Knowledge
Technology
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Identify and retain critical
knowledge
Enhance infrastructure to facilitate exchange of knowledge
Promote the value of sharing working
knowledge
Develop new knowledge
Knowledge Repository
Pictorial Representation to illustrate the relationships between the KM portal, Knowledge Repository & iKue
Platform for critical knowledge - iKue
Backend Platform- Knowledge Repository
Transmission Switchgear Design
K-theme 2
K-theme 3
.....K-theme 4..
Specific Knowledge Themes with model
Knowledge
Repository
Graphic User Interface - KM Portal
KM information
PSBG Knowledge
Map
Topic 1 (Transmission
Switchgear)
Topic nTopic 3
Topic 2O&M
DesignSub-Topic 1
Sub-Topic 1
SME Sub-
Topic 2
Knowledge Map with experience-based materials
Sub-Topic 1
Sub-Topic 2
Transmission Switchgear O&M
SME
SME
SME
SME
SME = Subject Matter Experts
ExpertDirect-
ory
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Critical Success Factors
People: Senior Management’s Commitment with adequate
resources allocation Colleagues’ buy-in ProcessPeople
Technology
Process Incentive schemes to motivate staff to
contribute and learn Effectiveness measurement Processes to maintain and update
captured knowledge
Technology Effective knowledge capturing platform and methodologies
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Further Examples of the benefits of KM
Knowledge elicitation of an Engineer with 30 years of Service Experience
• Capturing the colleague’s experience on Transmission Switchgear and
Transformer Design before retirement
• Documented the rationale (or tacit knowledge) behind the clauses in
the technical specifications:
– Transformer blowers - Galvanized wire-mesh guards, with a mesh not greater than 13mm, shall be provided….
– The 132kV/11kV transformer’s tap changer rated step voltage should be about 3000V…….
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Further Examples of the benefits of KM
Knowledge elicitation on Overhead Line O&M Knowledge Theme
• Capturing various colleagues’ knowledge on Overhead Line
Operations & Maintenance
• Information scattered; locations of relevant information not
clear
• By capturing the knowledge into iKue, as
well as codifying the relevant tacit
knowledge, also provides a systematic
central platform for searching / retrieving
knowledge
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Our Experience
• No winning strategy, every organisation’s situation is different
• Need to educate staff on KM
• Recognize on-going maintenance efforts
• Should have a comprehensive & sustainable implementation plan
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Way Forward
Near Term (within 1~2 year):• Complete the critical knowledge themes in
iKue
• Establish CoPs for critical knowledge themes
• Gradually build up the Knowledge Repository
• Further devise incentive schemes and design systematic programmes to motivate staff to contribute and make use of KM
• Conduct workshops, broadcast newsletters, and organize functions to foster knowledge sharing culture
Longer Term (3~5 years):•Expand the application of CoP
•Establish system to measure effectiveness of KR
•Conduct regular survey on knowledge culture
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知識管理齊獻力薪火相傳互得益
Slogan
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132kV oil-filled cable damaged by an excavation contractor …
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Cable jointing …
Cable joint Ferrule
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Knowledge captured in iKue …
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Knowledge captured in iKue …