Knowledge Management

Knowledge Management

Bob PayneMark BrittonKnowledge ManagementAerospace Systems SectorNorthrop Grumman Corporation

1

Southern California SPIN MeetingNovember 5, 2010

Northrop Grumman Space ParkRedondo Beach, Ca

Approved for Public Release, Distribution Unlimited:NGAS Case 10-0140 Dated 2/10/10

KM for SPIN

• Northrop Grumman Aerospace Systems Sector– Video & Overview Chart with pictures– Journey of “OneNG”

• What is Knowledge Management– Our Knowledge Management (KM) at NGAS

• The KM Package– People– Process– Technology

2 Approved for Public Release, Distribution Unlimited:NGAS Case 10-0140 Dated 2/10/10

Northrop Grumman Today

• $32 billion sales in 2009• $69 billion total backlog • 120,000 people, 50 states, 25 countries• Second largest U.S. defense contractor• Leading capabilities

– Systems integration– C4ISR and battle management– Information technology and networks– Defense electronics – Naval shipbuilding– Space systems– Missile defense

Approved for Public Release, Distribution Unlimited:Northrop Grumman Aerospace Systems Case 10-1197

Five Operating Sectors

4

Systems Support

Base and Infrastructure Support

Range Operations

Maintenance Support

Training and Simulations

Technical andOperational Support

Live, Virtual and Constructive Domains

Life Cycle Optimization

Performance Based Logistics

Modifications, Repairand Overhaul (MRO)

Supply Chain Management

Lead SupportIntegrator (LSI)

Technical Services

Radar Sensors & Systems

RF/IR Countermeasures

EO/IR Targeting & Surveillance

Navigation & Positioning Systems

Space Sensors

C4ISR Networked Systems

Laser Systems

Communications Systems

Marine & Undersea Systems

Propulsion & Power Generation

Air Defense Systems

Postal Automation

Biodefense

Electronic Systems

Large Scale Systems Integration

C4ISR

Unmanned Systems

Airborne Ground Surveillance / C2

Naval BMC2

Global / Theater Strike Systems

Electronic Combat Operations

ISR Satellite Systems

Missile Defense Satellite Systems

MILSATCOM Systems

Environmental & Space Science Satellite Systems

Directed Energy Systems

Strategic Space Systems

Aerospace Systems Shipbuilding

Naval Systems Integrator

Surface Combatants

Expeditionary Warfare Ships

Auxiliary Ships

Marine Composite Technology

Coast Guard Cutters

Commercial Ships

Nuclear Aircraft Carriers

Nuclear Submarines

Fleet Maintenance

Aircraft CarrierOverhaul & Refueling

Command & Control Systems

Network Communications

Intelligence, Surveillance & Reconnaissance Systems

Enterprise Systemsand Security

IT/Network Outsourcing

Intelligence

Federal, State/Local & Commercial

Homeland Security & Health

Information Systems


Northrop Grumman Aerospace Systems

Leveraging the Power of Air / Space Integration

$10B Business 23,000 Employees Prime contractor/major

partner on large platform programs Manned & unmanned aircraft Space & Missile systems

Differentiated by technology leadership

Large development programs Long production cycles &

substantial cash returns Significant large new

competitive opportunities World-class workforce


Space Systems Division

Advanced Programs and Technology Division

Battle Management and Engagement

SystemsDivision

EA-18G

EA-6B

E-8C JSTARS

Broad Area Maritime Surveillance (BAMS)

Tanker

Restricted

NPOESSAEHF

STSSGlobal Hawk

F-35

Fire Scout

Strike and Surveillance Systems Division

Targets

Aerospace Systems

MP-RTIPF/A-18

B-2

Maritime Laser Demo

ABL

LCROSS

JWST

Restricted

UCAS

Trinidad

E-2

MissileSystems

Restricted

Restricted


Video:

The Q Is In You

2010 Aerospace Systems (AS)


KM for SPIN

Building the Company

9 (*) Announced as discontinued operationCorp / IS Overview 120406 Rev A

1996 20071997 1999 2000 2001 200519941993 1995 1998 2002 2003 2004 2006

Logicon 5/97

WestinghouseDefense Electronics

3/96

Cal Mic 4/99

Comptek 6/00

8/94

Northrop

Grumman

VoughtAircraft

NorthropGrumman

5/94

Litton 4/01 Aerojet 10/01

Newport News 11/01CommercialAerostructures

7/00

INRI 9/98

TRW 12/02Fibersense 12/02

Component Tech. 10/02 (*)Computers Displays 9/02Electron Devices 9/02

Xontech 7/03

FDC 10/00Sterling Software 10/00

Navia 4/00

DPC 6/99

Ryan 7/99

Commercial Aircraft Div (CAD)

Military Aircraft Systems Div (MASD)

Electronic Sensors & Systems Div (ESSD)

Electronics & Systems Integration Div (ESID)

Integrated Systems & Aerostructures Div. (ISA)

InformationTechnology (IT)

Space Technology (ST)

Integrated Systems (IS)

Mission Systems (MS)

Electronic Systems (ES)

Technical Services (TS)

InformationTechnology (IT)

Ship Systems (SS)Ship Systems

Newport News (NN)Newport News

Space Technology (ST)

Integrated Systems (IS)

Mission Systems (MS)

Electronic Systems (ES)

Technical Services (TS)

Electronic Sensors & Systems Div. (ESS)

Data Systems & Services Div (DSSD) Logicon, Inc.

Logicon

Electronic Components & Materials (Divested)


Journey to “OneNG”

10

Number of Employees

1994 2000 Today1998 2002

Corp. KMSummit I

NG KMInitiatives

KM Object Inventory

APQC Award

PeopleNetTalentPool

1st Livelink

Find

1st CoP How do I ShareCenter

Corp. KM Strategy1st NG KMGroup Formed

SummitVII

1 NG PMO

Corp. KM Council

ChangeDrivers

Technology ConsolidationMarket Demands Integration Demographics

FSC ACESEAG

CASHOther InitiativesQuality Circles

LEAN

CEFormed

TQM Air ForceKnowledge

Now (formal KM Program)

Logicon5/97

Westinghouse Defense Electronics

3/96

Cal Mic4/99 Comptek

6/00Vought Aircraft

8/94

Litton4/01

Aerojet10/01

Newport News11/01

INRI9/98

TRW12/02

Xontech7/03

FDC10/00

Navia4/00

DPC6/99

Ryan7/99

Grumman5/94

Sterling Software

10/00

Fibersense12/02

Approved for Public Release, Distribution Unlimited: NGAS Case 10-0140 Dated 2/10/10


Retain, Create, and Leverage Knowledge to Renew and Innovate

“Our intent is to understand and codify knowledge into explicit forms if we can and to

understand knowledge in it’s tacit form and enable it’s flow from person to person.”

–Mark Britton, NGAS PM KM11

•A record of transactionData•A semi structured message (sender,

receiver) an intent to informInformation

•Insight and background to be able to actKnowledge


Enabling Knowledge Flow

12

Facilitated BestPractice Transfer

Peer Assists

Human Interaction Lower Higher

Taci

t Ex

plic

it

- Groups that share, learn

- Held together by common interest in topic

- Trade tools, templates, b.p.’s

- Solve business problems

- Facilitated sharing/transfer

- Internal benchmarking

Tools and Systems that allow users to self-serve knowledge or find experts

Systematic tools to gather process-specific knowledge and reapply to relevant situations

Self-Service +Websites

RepositoriesCRM Systems

Email/Discussion BoardsExpertise Locator

SystemsTaxonomy/Classification

SystemsSearch Engines

Process-based KMAfter Action Reviews

Lessons LearnedProject Milestone

Reviews

Network-Based KMCoP’s

Team MeetingsVirtual Collaboration

Kno

wle

dge

Tran

sfer

Source: APQCApproved for Public Release, Distribution Unlimited:

NGAS Case 10-0140 Dated 2/10/10


13

Value CultureManagement

Leadership & Strategy

Technology

Create

Identify

Organize

Adapt

Share

Capture

Use

L

earning

Li

nk

in

g

L e v e ra

gi

ng

KM Enablers KM ProcessApproved for Public Release, Distribution Unlimited:

NGAS Case 10-0140 Dated 2/10/10

Changing Mental Models

To• During work

– Learning before, during & after

– Process imbedded solutions• Learning

– Knowledge objects– Just in time, just enough

• Proactive knowledge retention– Capability, capacity and

continuity• Knowledge flow

– Crossing boundaries via communities of practice

• Sharing work– Collaborative systems– Collaborative offices

14

From • After the fact

– Lessons learned– Knowledge capture

events• Training

– Courses & classrooms– Just in case

• Passive knowledge retention– Fingers crossed

• From knowledge capture– Driven by events

(retirements, moves)• Heads down work

– Command and control– Don’t waste time talking


Knowledge Management at NGAS

People

TechnologiesProcesses

15

People Building Trust

Across our Enterprise 24/7 Drive

Innovation

Process VirtualAcross

Functions & Programs

ContinuouslyStandardizati

on and Effectiveness

Technology

Through People and

ProcessAcross the Enterprise Push & Pull

All the Right Knowledge all the time

HOW WHERE WHEN WHY

KMConnects


Communities of PracticeCommunity noun (pl. communities)1. A group of people living together in one place.2. The community, the people of an area or country

considered collectively; society.3. A group of people with a common religion, race, or

profession: the scientific community.4. The holding of certain attitudes and interests in

common.5. A group of interdependent plants or animals growing

or living together or occupying a specified habitat. -WEBSTERS

16

There are over 200communities

acrossthe company, such

asSystems

EngineeringNew ManagersConnect1NG (newhires)Property

Management

Content

Context

Conversations

Effective learningTimely,

trusted,highly

relevant knowledg

e


Attract and Retain thru Sharing in a Cop

17

“To Leverage Knowledge, Don’t Focus on the Knowledge Itself. Focus on the Communities That Own it

and the People That Use it.”


Connect1NG

The Connect1NG Vision:“Connect1NG creates professional and social networking opportunities for employees, connecting them across Northrop Grumman to foster assimilation, knowledge sharing, and retention.”

The Connect1NG Mission: “The Connect1NG program not only provides NGC with a

unique offering for employees, but also energizes the employee population. By communicating to targeted audiences within the employee population, employees will feel more connected to Northrop Grumman, therefore becoming more energized and motivated. “

18

Connect1NG Growth 4500 members at generation of

Connect1NGCurrently 7300+

Connect1NG membership includes 7,800 members across the Enterprise

Geographically reaches 70% of the employee population and is the largest Enterprise wide program

Leadership

Improved Employer

Develop/Mentor

Assimilation

RelationshipRetention Recruitin

g

Cross SectorSharing

Engagement

Knowledge Transfer

Community Benefit


Connect1NG today

19

NetworkingSocials

VP MixerCross Sector Collaboration

RecruitmentNetworks

Membership

RetentionNew Hire AssimilationRelationship Building

PeopleFriendshipsTeamwork

Growth

Professional DevelopmentMentoring

Knowledge SharingCareer Growth

Educational Development

ClassesLunch & Learns

CommunityHabitat for HumanityTutoring

Opportunities to Engage

• Networking Events• Beach Volleyball• BBQ• Beach Day Bonfire• Summer Games Industry Mixer

• Habitat for Humanity• USO Fundraisers

• Lunch and Learns

• General Body Meetings• Cross NGR Mixer

• New Grad Acclimation Program for New Hires• VP Mixer Networking Event• Panels• Tours• LA Area Launch (5 different C1NG chapters

involved)• Mentor Program• VP Mixer

Connect1NG Officer PositionsPresident

Vice PresidentCommunications

TreasurerSocial Chair

Community Service ChairEducation and Skills Development

ChairMembership Chair

Leadership SkillsCommunity Outreach

Networking OpportunitiesProfessional

GrowthDevelopment

1st Chapter started with 13 in 2001

Membership Growth in 2009

January – September

El Segundo 500 to 1000+

“The chat session…was a great way for the Connect1NG membership to reach out and ask tough questions to leadership. Leadership forums such as these are a great way to spread the companies plan forward and have employees give their feedback.”

-El Segundo Connect1NG Board President 2009Approved for Public Release, Distribution Unlimited: NGAS Case 10-0140 Dated 2/10/10

Rewards & Recognition

20

Knowledge Sharing Awards

• Promotes asking and sharing• Nominations by peers via a

website• Presentations made

quarterly by senior leadership

• Followed by news articles

Knowledge Sharing News

• Knowledge News Network• Published quarterly• Target audience: leadership

and those involved with KM solution implementations

Knowledge sharing newsletter

Integrator article on knowledge sharing awards

Our success comes from 10 years of continuous support and dedication

It is about people, their networks, their conversations and how leaders of organizations can reduce the barriers to asking and sharing

Our focus today is on people and our knowledge asking, sharing and reuse cultureCollaboration solutions for teams and communitiesSearch solutions to find people and documentsContent management solutions and practicesLearning solutions and facilitationKnowledge sharing leadershipCommunities of practiceRewards & recognition


Managing Our Talent

21

Discipline Management

• Process to rapidly tap and assign the best Engineering, Logistics and Technology talent

• Provides strategic management of talent across the sector

Discipline Code Total Disciplines

A Aerodynamics Design & AnalysisB Propulsion System DesignC Veh System / Subsystem DesignD Flight Control DesignE Loads & DynamicsF Structural Design & AnalysisG Materials & ProcessesH Manufacturing Process TechI Low ObservablesJ Avionics System Design & IntK Weapons IntegrationL Software Design & IntegrationM Configuration Design & IntegrationN Systems / Operations Analysis

NA Human Systems IntegrationO Test & EvaluationP System SimulationQ Systems Engineering R ManagementS Engineering LiaisonT LogisticsU Mass PropertiesV Electronics Design & AssemblyW Information Systems Design & Integ


Promoting Collaboration in the Office

22

Personal Space

Highly Collaborative Teaming Area

Manager’s Cubicle

Informal MeetingSpace

File File

Collaborative Physical Workspaces

Increased...• Collaboration• Knowledge Sharing• Network Connectivity• Mobility, Flexibility &

Adaptability• Workflow• Morale


Tacit Knowledge Continuity

23

Tacit Knowledge* is ”Know-how” contained in peoples’ minds typically passed person-to-personChallenge: recognize, capture, and share it*Often quoted distinction between explicit and tacit knowledge attributed to Michael Polanyi, “The Tacit Dimension”

Applied Example – Production

• Production line mechanics retiring creating risk of knowledge loss

• Utilized knowledge capture and transfer solutions resulted in the program maintaining production

• Transfer of knowledge to supplier resulted in resolution of a significant quality problem


Knowledge & Value Stream Mapping Approach

Integration of; Value Stream Mapping, Knowledge Mapping, & ProcessAutomation

– Value Stream Mapping identifies and eliminates unnecessary steps along a process path to improve throughput

– Knowledge mapping ensures that all necessary knowledge/information is identified, included, and made available to minimize SPF

– Automation delivers closed-loop streamlined processes which gather performance metrics, include business rules, and virtualizes all steps within the stream.

24

Activty/Process step No.

Activity description

What Knowledge Is Needed?

Who Needs This Knowledge?

Who Has This Knowledge?

Is It Tacit or Explicit?

Where Is It Located? How Is It Obtained? Systems Required?

Document Name/Number; Forms Required; email; phone number

Degree of Gap/Risk between Have & Need

Additional Comments


Learning through Lessons Learned

25

RS

AR

PA Learn Before

Learn During

Learn After

Learning Tools

Lessons Learned & Applied

• Enables continuous learning

• Peer Assists (PA)– Enables tapping

company experience - quickly

– Effective for team to team knowledge transfer

• Action Reviews (AR)– Simple, end-of-day

(action) reviews

• Retrospects (RS)– Most effective when

the team will be repeating a similar process


Web 2.0 Technology

Web 2.0 - what’s the hype?• Networking capabilities• Virtual, mobile• User-generation of content• Many to Many communications• Dynamic and Collaborative• Knowledge sharing • Innovation


ourForum

• ourForum Online platform for threaded discussion over categorized topics

• Currently 5,324 registered members and 21,023 posts in 2,361 threads

27

Forum Structure Our World Our Strategy Our Employee Life Our Social Life


The Chat Session on ourForum

28

“The forum allows immediate two-way access between the execs and non-managers in the sector. Messages are often filtered in other ways, but this is safe exposure to ideas from both groups.”

“Good opportunity to communicate with those you don’t have access to on a daily basis.”

YES97%

Chat Stats • 63 Total Posts• ~3680 Current Views• 197* Members on at

live time *RECORD SET• 397 additional

registered during event promotion timeframe (204 on Chat day alone)

Why?

“To remain in touch with employees, helps morale”

“Feel connected”

“Communication prevents rumors”

“It inspires low level employees to share ideas and feel more connected to high level management”


Providing Fast Answers

29

How do I?

• Provides knowledge about common business process

• Sites for employees and managers

• Created by new employees and new managers

• Technology: Simple HTML website


KM 10 years


KM Creating Lasting Change

31

THE STAGESSeed planting

Initial proof of conceptBuilding support and driving through

resistanceEnterprise expansionNurturing and support

Achieving standard practice status and transfer of ownership

THE KEY COMPONENTSCore team

Grass roots support Top down support Teaming with others

Opportunity meeting preparation

Drive & Determinati

on

Relationship Building

Credibility and Results

Value added Connection

Open-minded and

Focused


Knowledge Management

Documents

Transcript of Knowledge Management