March 2003 Applying a Knowledge Strategy Dr. Scott Shaffar.
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Transcript of March 2003 Applying a Knowledge Strategy Dr. Scott Shaffar.
March 2003
Applying a Knowledge Strategy
Dr. Scott Shaffar
Copyright 2003 Northrop Grumman Corporation
Agenda
▪Knowledge Strategy, Process and Tools
▪ Synergy with Lean
▪ Closure
Copyright 2003 Northrop Grumman Corporation
Knowledge Strategy, Process and Tools
Copyright 2003 Northrop Grumman Corporation
You Need a Knowledge Strategy if… One of Your Key Staff Members Is Leaving and You
Don’t Know Who Would Be the Best Replacement Your Teams Start from Scratch It Takes too Long for New Employees to Become Productive Team Members You Have Pockets of People Doing the Same Thing and They Are Not Talking to Each Other You Realize That Your Team is Repeating the
Same Mistake It Takes You More Than 15 Minutes to Find a Subject
Matter Expert to Answer a Question You Don’t Know Precisely What Is in Your System, or
Who Worked on It
Copyright 2003 Northrop Grumman Corporation
Knowledge Strategy – Process and Tools Knowledge Management Is a Process
– Learning, Linking, Leveraging – And Leading Technology Solution and Communities are Enablers – “Linking” Knowledge (Portals) – People to People (Expert Location) – People to Documents)
Copyright 2003 Northrop Grumman Corporation
Leveraging Product KnowledgeIssues Tracking System at IS
Learning: Capturing Knowledge – Issues Documented in a Standard Format
– Indexed to Aircraft Coordinates Linking: Organizing and Sharing
– Web Accessible– Part of Normal Work– Categorized by Root Cause– Structured to Speed Access
Leveraging: Re-Using and Adapting Existing Knowledge
– Creates Automated Lessons
Knowledge
Learned – Supports Root Cause Analysis
& Training
Copyright 2003 Northrop Grumman Corporation
Knowledge Strategy The Single Greatest Source of Knowledge Is Our People
We are Focused on Knowledge Flow
– Across Boundaries – Rather Than Just
Knowledge Stock
Copyright 2003 Northrop Grumman Corporation
…Leveraging Organizational Knowledge
OrganizationalKnowledge
PersonalKnowledge
Sum total of knowledge for building customer value by any one individual
without
witha knowledge strategy
Copyright 2003 Northrop Grumman Corporation
Knowing Our Talent – Xref
Provides Detailed Employee Profiles Focused on Experiences, Not Just Skills
Tapping Tacit Knowledge Via an IT Solution That Profiles Experts via Email Includes Personal Privacy Features
Managing Talent A Process for Tracking, Retaining &Developing
Talent
Covers Engineering & Operations Being Used to Staff Programs, Smarter and Much Faster
Building Knowledge Networks Sharing Knowledge – Communities
of Practice Linking Knowledge
– Collaboration Tools &
– Enterprise PortalEnvironment
s
– Expert Locator– Livelink– Learning
Copyright 2003 Northrop Grumman Corporation
Tapping Talent – Throughout the Enterprise
We Know from a Knowledge Audit That
People are Our Primary Source of Knowledge
People are Our First Stop for Knowledge
Half of Our Employees Spend 8 Hours or More per Week Searching for KnowledgeConsequently, Expertise Location Is a Key Enabler for Leveraging the Collective Tacit Knowledge of NGC
• In 2002, expertise location and management applications will be the fastest-growing KM technology with the installed user base more than tripling to more than 500,999 by year’s end (0.8 probability).
Copyright 2003 Northrop Grumman Corporation
Expert Locator System Enables the Location of Talent Throughout the Enterprise
Uses Xref and Tacit Knowledge Mail Databases – Tacit: Taps the Most Current Knowledge in Our Enterprise – Xref: Provides a Structured Historical Perspective, with Ties to Products
Completed Pilot in 2002, Deployment in 2003 Under IES3
Copyright 2003 Northrop Grumman Corporation
Expert Locator Database: Xref Finding Experts
KM Impact: 1. We Know our Talent 2. Staffing New Programs Faster 3. Improved Career Planning 4. People Finding People• Total Accounts 12,000
• Logins/Month 4,000
Copyright 2003 Northrop Grumman Corporation
Providing Knowledge Access Vision
– Livelink Is the Primary Knowledge Repository
Wide Range of Usage – Programs, Teams – Command Media – Customer and Supplier
CollaborationImpact:• Reducing Reinvention & Rework• Reducing Search Time• Providing Secure Collaboration • Across the Extended Enterprise• Enabling Work Anywhere • Available 24/7 from the Web
Copyright 2003 Northrop Grumman Corporation
Workflow Example – Spares Process Livelink Workflow Is Utilized on a Number of Key Business Processe
s – Including Spare Parts Orders from Customers
Copyright 2003 Northrop Grumman Corporation
Building Communities of Practice (CoPs) To Enable Sharing of Knowledge Across Boundaries – Builds Networks and Trust We Have Established 12+ CoPs – Knowledge Management – Lean Advocates – Systems Thinking – Microsoft Access – College Hire – Instrumentation & Data Systems – Quality Engineering, Offsite Quality, Conformity Inspection, First Article – Materiel Pricing – CMMI
• Strong “Pull” from Advocates
• Owned and Led by the Advocates
• Currently Focused on Improving the Lean Project Process (ETP Program)
• Created a Web Page to Share Forms, Records and other Key Documents
• Connecting Lean SME’s with Advocates
• Next Task: Create an After Action Review Process for Lean Projects
Copyright 2003 Northrop Grumman Corporation
CoP Example: Off-Site Quality Assurance Quality Assurance Experts at Multiple Customer Sites – Doing the Same Job – Isolated from Each Other Members – Hill AFB, Utah – Tinker AFB, Oklahoma – Whiteman AFB, Missouri – Boeing, St. Louis, Missouri – New Town, North Dakota
Knowledge Sharing PlanDeveloped – Defect Escapes, Customer Interface – Virtual Community Space Created (Web Based)
• Positive Acceptance by Community Members – Sharing Practices, Tools, Lessons Learned
Copyright 2003 Northrop Grumman Corporation
Improving Shared Services: MaterielSourceView Portal
Retain & Share Critical Knowledge
Lessons Learned – Contract Close-Out
Estimating Resources Sector Pricing Community of Practice
Buyer’s File Cabinet – Everything a Buyer
Needs– Enables Work Anywhere
Copyright 2003 Northrop Grumman Corporation
Why Collaborative Offices? 1979 2002
Repetitive Process Knowledge Work
Functional Product Teams
Individual Team Doing Learning
Work As a “Place” Work Anywhere Manual Technology
Owens Corning Example
• Modernizing Office Spaces Can Improve...
– Knowledge Sharing – Social Networks and Trust – Team Productivity – Collaboration, Communication – Space Utilization – Employee Satisfaction
Copyright 2003 Northrop Grumman Corporation
F/A-18 Collaborative Workplace Environment
Reused Existing Furniture (Limited Capital Budgets)
Builds Upon KM and Avionics Pilots, Lean Team and Materiel Layouts
New Layout Approach – Created Team Areas – Increased Community Space – Provided Tables for Informal Meetings – Provided New Carpeting
Implementing Program Wide
Copyright 2003 Northrop Grumman Corporation
F-35 Collaborative Workplace Environment New Furniture and Layout – Builds Upon KM, Lean Team, Materiel, and F/A-18 Experiences – Teams of 8 with Center
Collaborative Areas
All Employees Have Same Personal Space – Only Band 4 Managers
Have Offices Layout Includes Additional Collaborative Areas
Created Jointly with the Team
Copyright 2003 Northrop Grumman Corporation
From
After the Fact During Work
To
– Lessons Learned– Knowledge Capture Events
Training– Courses & Classrooms– Just in Case
Passive Knowledge Retention
– Fingers Crossed
From Knowledge Capture– Driven by Downsizing and
Retirements
Heads Down Work– Command and Control– Don’t Waste Time Talking
– After Action Reviews– Process Imbedded Solutions
Learning– Knowledge Objects– Just in Time, Just Enough
Proactive Knowledge Retention
– Mentoring, Rotation
Knowledge Flow– Crossing Boundaries via
Communities of Practice
Sharing Work– Knowledge Cafés– Collaborative Offices
Copyright 2003 Northrop Grumman Corporation
Synergy with Lean
Knowledge Management
Copyright 2003 Northrop Grumman Corporation
KM Enabling Lean5 Principles
3 Principles
• Value• Value Stream• Flow• Pull• Perfection
7 Wastes• Waiting• Inventory• Processing
• Learning• Linking• Leveraging
7 Tactics• Discover• Capture• Organize
• Transportation• Over Production• Defective Product• Unnecessary Movement
• Share• Adapt• Use• Create
Both Strive for: Lower Cost, Better
Products,Faster Cycle Times
KM
Enables Sharing and Reuse
Lean
Systematic Removal of Non-Value Activities
Material Information
An Air Combat Systems Knowledge AuditShowed that 50% of Our Employees Spend 8Hours or More Each Week Searching forKnowledge – That Costs Us ~$150M Each Year
Look at the Task & its Motions
RecordEach Motion& its Time
Eliminate Motions that
are Waste
Optimize Remaining
Motions
RedesigAny Tools
Look at the Task & its Quality
RecordInfo. Flow &
its Time
Eliminate Info That is
Waste
Optimize Remaining Info. Flow
RedesignAny Tools
Factory Office
Copyright 2003 Northrop Grumman Corporation
KM and Lean – A Product View Lean Mfg.
Time/Cost Reduction
KMPerformanc e/Productiv ity
• Early in the Product Maturity Cycle, KM Has the Greatest Impact on Value Through Innovation
InnovationLean Mfg.
KM
Maturity
Time• Lean Mfg. Has the Greatest Impact on Value Through Eliminating Waste and Time Reductions in Production• Lean Enterprise Has the Most Life Cycle Impact on Product Cost, Quality While Also Creating Value for the Enterprise
Va
lue
Pro
du
ct M
atu
rity
Copyright 2003 Northrop Grumman Corporation
KM and Lean are Symbiotic KM Helping Lean Lean Helping KM
• Majority of NGC Work Is Knowledge Work – The Means of Productivity Exists Predominately in the Minds of Our Employees – KM Focuses on the Flow of
Knowledge– Knowledge Is Needed to Perform
• Enables Continuous Learning About Lean
– Lean Advocate Community of Practice
• Helps Transfer Process & Systems to Accelerate Movement Towards a Common Operating Model
– Lean Project Planning Knowledge Base
• Lean Enterprise Provides a Structure That Can Utilize and Enable KM
– Emphasizes Focus on the Customer and Value Stream
• Lean Projects Often Involve Knowledge Challenges
– Provides a Venue for Applying KM
• Lean Enterprise Enables LearningCulture – Lean Events Create Emergent
Learning Opportunities• At NGC, KM is Part of the Lean
Deployment Learning Modules
Copyright 2003 Northrop Grumman Corporation
Lean LearningModules
Product Focus
Knowledge Management
ProcessArchitecture
LeanThinking
Value Stream Mapping
Applying Six Sigma
Applying Acquisition Excellence
Design for Six Sigma
Office Five “S”
Shop & LabFive “S”
Copyright 2003 Northrop Grumman Corporation
Closure
Knowledge Management
Copyright 2003 Northrop Grumman Corporation
Summary: Applying a Knowledge Strategy
Focused on Flowing Knowledge Across The Enterprise
Providing People Centric Solutions
Strong Synergy with Lean
Applied Across the Enterprise, Including Operations
Copyright 2003 Northrop Grumman Corporation
Contact Information Scott Shaffar, Ph.D. Project Manager Knowledge Management
Integrated Systems Sector Northrop Grumman Corporation One Hornet Way, Mail Stop 9E20/W7 El Segundo, CA 90245-2804
Telephone: 310-863-7242
Email: [email protected]