a case study for knowledge management “creating sustainable business value” emerson johns jim...

A Case Study for Knowledge A Case Study for Knowledge Management Management

““Creating Sustainable Business Value”Creating Sustainable Business Value”

Emerson JohnsEmerson JohnsJim PorterJim Porter

Carol ArnoldCarol ArnoldJehu BurtonJehu Burton

Session PurposeSession Purpose

• Understand how Understand how knowledge managementknowledge management creates sustainable business value.creates sustainable business value.

• Learn how to implement a Learn how to implement a knowledge knowledge managementmanagement process and culture.process and culture.

AgendaAgenda

IntroductionIntroduction Emerson JohnsEmerson Johns

OverviewOverview Jim PorterJim Porter

KM ProjectKM Project Carol ArnoldCarol Arnold

InteroperabilityInteroperability Jehu BurtonJehu Burton

DiscussionDiscussion AllAll

“The only thing that gives an organization a competitive edge … is what it knows, how it uses what it knows, and how fast it can know something new.”

Laurence Prusak

IBM Knowledge Institute

“The only thing that gives an organization a competitive edge … is what it knows, how it uses what it knows, and how fast it can know something new.”

Laurence Prusak

IBM Knowledge Institute

Key Benchmark CompaniesKey Benchmark Companies

1.1. Johnson & JohnsonJohnson & Johnson2.2. GatewayGateway3.3. SprintSprint4.4. IBMIBM5.5. PriceWaterhouseCoopersPriceWaterhouseCoopers6.6. World BankWorld Bank7.7. IntelIntel8.8. MicrosoftMicrosoft9.9. AccentureAccenture10.10. ChevronChevron11.11. FordFord12.12. Capital OneCapital One13.13. SkandiaSkandia14.14. CiscoCisco15.15. MIT Sloan School of ManagementMIT Sloan School of Management16.16. British PetroleumBritish Petroleum17.17. DowDow18.18. Texas InstrumentsTexas Instruments19.19. SiemensSiemens

Knowledge networkingKnowledge networkingKM & IT client servicesKM & IT client servicesBusiness market researchBusiness market researchInstitute for KMInstitute for KMKMKMKnowledge and learningKnowledge and learningKMKMEnterprise KMEnterprise KMKMKMInformation architectureInformation architectureBest practicesBest practicesKnowledge championsKnowledge championsKMKMKMKMAcademic programAcademic programKMKMKMKMKMKMKMKM

Business SuccessesBusiness Successes

• BPBP——attributed $260 million added value directly from KMattributed $260 million added value directly from KM

• DowDow——saved $40 million over 10 yearssaved $40 million over 10 years by divesting costly, by divesting costly, unused patentsunused patents

• Texas InstrumentsTexas Instruments——saved $1 billion as a result of saved $1 billion as a result of improved improved KMKM

• ChevronChevron——employee productivity up 50 percent thru TQM employee productivity up 50 percent thru TQM and and KMKM

• SiemensSiemens——its ShareNet tool added $122 million in sales its ShareNet tool added $122 million in sales since rolsince rolloutlout

Kenneth T. DerrKenneth T. DerrChairman and CEOChairman and CEO

ChevronChevron

Of all the initiatives we’ve undertaken at Chevron Of all the initiatives we’ve undertaken at Chevron

during the 1990s, few have been as important or as during the 1990s, few have been as important or as

rewarding as our efforts to build a learning rewarding as our efforts to build a learning

organization by organization by sharing and managing knowledgesharing and managing knowledge

throughout our company. In fact, I believe this throughout our company. In fact, I believe this

priority was one of the priority was one of the keys to reducing our keys to reducing our

operating costs by more than $2 billion per year.operating costs by more than $2 billion per year.

http://images.google.com/imgres?imgurl=www.chevrontexaco.com/news/archive/images/derr1.jpg&imgrefurl=http://www.chevrontexaco.com/news/archive/chevron_speech/1998/98-10-20.asp&h=224&w=192&sz=25&tbnid=Pd_ZcnxzA1oJ:&tbnh=101&tbnw=87&start=3&prev=/images%3Fq%3D%252

KM OverviewKM Overview

Jim PorterJim Porter

Knowledge ManagementKnowledge Management (KM) (KM)

Implementation SessionImplementation Session

““Knowledge Management”Knowledge Management”

TheThe Right Right InformationInformation

at theat the Right PlaceRight Place

at theat the Right TimeRight Time

at theat the Right PriceRight Price

enables rapid, effectiveenables rapid, effective Decision MakingDecision Making

andand Problem SolvingProblem Solving deliveringdelivering

Sustainable Business ResultsSustainable Business Results

The Goal is ZeroThe Goal is Zero

ZEROZERO on-job injuries on-job injuries

ZEROZERO off-job injuries off-job injuries

ZEROZERO environmental incidents environmental incidents

ZEROZERO ethics incidents ethics incidents

ZEROZERO people-treatment incidents people-treatment incidents

100% Right Behaviors100% Right Behaviors

Knowledge As ValueKnowledge As Value

Source:Source: FortuneFortune, March 20, 2000, p. 68, March 20, 2000, p. 68

ProductProduct Price Per Pound ($)Price Per Pound ($)

Pentium processorPentium processor 42,893.0042,893.00

ViagraViagra 11,766.0011,766.00

GoldGold 4,827.204,827.20

Hermes scarfHermes scarf 1,964.291,964.29

Palm PilotPalm Pilot 1,726.921,726.92

““Saving Private Ryan” DVDSaving Private Ryan” DVD 874.75874.75

BicycleBicycle 100.00100.00

Mercedes Benz E-Class sedanMercedes Benz E-Class sedan 18.9818.98

Chevrolet Cavalier sedanChevrolet Cavalier sedan 6.766.76

Hot-rolled steelHot-rolled steel 0.190.19

Creating Sustainable BusinessCreating Sustainable BusinessValue from DataValue from Data

Creating Sustainable BusinessCreating Sustainable BusinessValue from DataValue from Data

InformationInformation == f (Data)f (Data)

KnowledgeKnowledge == f (Information)f (Information)

Sustainable Business Value Sustainable Business Value = = f (Knowledge)f (Knowledge)

Business Existing Examples:Business Existing Examples:Effective Knowledge ManagementEffective Knowledge Management

• Construction Industry Institute Construction Industry Institute

• Process Industry PracticesProcess Industry Practices

• Center for Chemical Process SafetyCenter for Chemical Process Safety

• Independent Project AnalysisIndependent Project Analysis

• Safety Safety • Business DecisionsBusiness Decisions• Capital ProjectsCapital Projects• Plant StartupsPlant Startups• Competency RenewalCompetency Renewal• Personnel DevelopmentPersonnel Development• Outside InfluenceOutside Influence

CII Knowledge Impact AreasCII Knowledge Impact Areas

• Improve productivity. Improve productivity.

• Increase customer value.Increase customer value.

• Renew and leverage needed Renew and leverage needed competencies.competencies.

• ““Smart” leverage of expertise:Smart” leverage of expertise:

― ““Safe” self-serviceSafe” self-service

― ““Experts” in optimum roleExperts” in optimum role

― New/unproven resources New/unproven resources developmentdevelopment

• Drive innovative solutions.Drive innovative solutions.

Compelling Drivers Compelling Drivers Improved Information UtilizationImproved Information Utilization

Major Opportunity AreasMajor Opportunity Areas

1.1. Capability to capture informationCapability to capture information

88%88% of DuPont’s top salespeople have of DuPont’s top salespeople have over 30 years of experience.over 30 years of experience.

40%40% of DuPont engineers will be pension-of DuPont engineers will be pension-eligible in the next two to four years.eligible in the next two to four years.

38% 38% of a person’s time is wasted trying to of a person’s time is wasted trying to manage information.manage information.

No central repository of intellectual capital.No central repository of intellectual capital.

2.2. Capability to find right information and peopleCapability to find right information and people

20%20% of a scientist’s time is spent searching of a scientist’s time is spent searching and accessing information.and accessing information.

75%75% of the info people need to effectively of the info people need to effectively work is not in “transaction backbone” data.work is not in “transaction backbone” data.

No capability to locate experts/expertise No capability to locate experts/expertise across company.across company.


3.3. Ability to collaborate and share info and expertiseAbility to collaborate and share info and expertise

20% 20% of a person’s time is spent repeating of a person’s time is spent repeating answers.answers.

25% 25% of info that a company owns is used.of info that a company owns is used.

65% 65% of a company’s design work is duplicated.of a company’s design work is duplicated.

Success and business intelligence depend on Success and business intelligence depend on readily available knowledge.readily available knowledge.


1802 1830 1850 1900 1925 1945 1990 2000 2050 2090

Leaping to Our Next CenturyLeaping to Our Next Century

BirthBirth

GrowthGrowth

MaturityMaturity

BirthBirth

GrowthGrowth

MaturityMaturity

BirthBirth

GrowthGrowth

MaturityMaturity

ExplosivesExplosives

ChemistryEnergy

ChemistryEnergy

Chemistry, Biology. . .Knowledge - Intensive Solutions

Chemistry, Biology. . .Knowledge - Intensive Solutions

TRANSFORMATION

Six SigmaSix Sigma

To be the world’s most dynamic science To be the world’s most dynamic science company, creating sustainable solutions company, creating sustainable solutions essential to a better, safer, healthier life essential to a better, safer, healthier life for people everywhere.for people everywhere.

New DuPont Vision

SustainableGrowth

Strategic PathwaysStrategic Pathways

Integrated Science

Knowledge Intensity

Productivity

Through People

DuPont Business Goals DuPont Business Goals

Top Line GrowthTop Line Growth• World-class marketing capabilityWorld-class marketing capability• World-class sales capabilityWorld-class sales capability• Enhanced innovation Enhanced innovation • Knowledge in offer bundlesKnowledge in offer bundles

ProductivityProductivity• Employee productivity and effectivenessEmployee productivity and effectiveness• People renewalPeople renewal• Global supply chainGlobal supply chain

KNOWLEDGE

KNOWLEDGEENVIRONMENT

ENVIRONMENT

Knowledge Knowledge CommunitiesCommunities

Knowledge Knowledge InfrastructureInfrastructure

Knowledge Knowledge ProcessesProcesses

Knowledge Knowledge BaseBase

Knowledge Workers

BETTER

BETTER

FASTER

FASTER

CHEAPER

CHEAPER

SAFER

SAFER

Knowledge Management VisionKnowledge Management VisionCreate a strategy and managing process for accelerating Create a strategy and managing process for accelerating

knowledge management that will introduce a culture change as knowledge management that will introduce a culture change as

well as effective tools and processes to further enable well as effective tools and processes to further enable

employees as “knowledge workers,” improve productivity, and employees as “knowledge workers,” improve productivity, and

use knowledge intensity to achieve sustainable growth.use knowledge intensity to achieve sustainable growth.

Process ViewProcess View——Typical Enterprise Typical Enterprise (End-to-End View)(End-to-End View)

The Company Core Processes

Enabling Processes

Customers

Develop New Products & Services

Supply Chain (Procurement, Make,

Order Fulfillment/ Processing...to Cash)

Business Leadership

and Performance Management(Incl M&A)

Human Resources

Finance

Acquire New Customers/

MarketsSuppliers and

Alliance Partners

Knowledge Management

Retain & Grow Existing Customers/

Markets

Other Key Stakeholders

• Improve productivity Improve productivity • Increase customer valueIncrease customer value• Renew and leverage needed Renew and leverage needed

competenciescompetencies• ““Smart” leverage of expertiseSmart” leverage of expertise

― ““Safe” self-serviceSafe” self-service― ““Experts” in optimum roleExperts” in optimum role― New/unproven resources New/unproven resources

developmentdevelopment• Drive innovative solutionsDrive innovative solutions

Compelling Drivers Compelling Drivers Improved Information UtilizationImproved Information Utilization

HH

MM

LL

Current RequestsCurrent Requests

ExpertExpert(current state)(current state)

ExpertExpert(future state)(future state)

GeneralistGeneralist(future state)(future state)

Self ServiceSelf Service

H, M, L = High, Medium, Low H, M, L = High, Medium, Low complexity of requestcomplexity of request

Future RequestsFuture Requests(Educated customer ; self service options)(Educated customer ; self service options)

ExpertExpert(current state)(current state)

Current Requests

KM as a Renewal FacilitatorKM as a Renewal Facilitator

Engineering Competency Engineering Competency Knowledge Management Knowledge Management —— Business Case Summary Business Case Summary

• Benefit benchmarksBenefit benchmarks

• Cost estimateCost estimate―5 to 6 million dollars over three years5 to 6 million dollars over three years

Increased productivity Increased productivity 8.68.6 12.9 12.9

Reduced problem-solvingReduced problem-solving timetime 30.030.0 45.045.0

Best Practice sharingBest Practice sharing 34.234.2 51.351.3

Packaged solutions/offeringsPackaged solutions/offerings 17.017.0 25.525.5leverageleverage

Decreased time to renewalDecreased time to renewal 3.03.0 4.54.5

LeveragedLeveraged EngineeringEngineering competencycompetency

$$MMMM

Key LearningsKey Learnings

• Ease-of-access to knowledge assets is Ease-of-access to knowledge assets is critical.critical.

• Minimize time required to find/reuse Minimize time required to find/reuse knowledge.knowledge.

• Management support is critical.Management support is critical.

• Tacit knowledge capture is much more Tacit knowledge capture is much more difficult than explicit.difficult than explicit.

• Knowledge management is a culture change Knowledge management is a culture change — not just a toolbox.— not just a toolbox.

KM ProjectKM Project

Carol ArnoldCarol Arnold



Three Major Opportunity AreasThree Major Opportunity Areas


1.1. Capability to capture informationCapability to capture information

88%88% of DuPont’s top salespeople have over of DuPont’s top salespeople have over 30 years of experience.30 years of experience.

40%40% of DuPont engineers will be pension-of DuPont engineers will be pension-eligible in the next two to four years.eligible in the next two to four years.

38% 38% of a person’s time is wasted trying to of a person’s time is wasted trying to manage information.manage information.

No central repository of intellectual capital.No central repository of intellectual capital.


2.2. Capability to find the right information and Capability to find the right information and peoplepeople

20%20% of a scientist’s time is spent searching of a scientist’s time is spent searching and accessing information.and accessing information.

75%75% of the information people need to of the information people need to effectively work is not in “transaction effectively work is not in “transaction backbone” data.backbone” data.

No capability to locate experts/expertise No capability to locate experts/expertise across company.across company.

3.3. Ability to collaborate and share info and Ability to collaborate and share info and expertiseexpertise

20%20% of a person’s time is spent repeating of a person’s time is spent repeating answers.answers.

25%25% of info that a company owns is used.of info that a company owns is used.

65%65% of a company’s design work is duplicated.of a company’s design work is duplicated.

Success and business intelligence depend on Success and business intelligence depend on readily available knowledge.readily available knowledge.


BusinessBusinessEvolutionEvolution

E-m

ail

Knowledge Management Continuum

Docum

ent

Managem

ent

Collaborative

Workspace

Supply chain

Enterprise

transaction

Cross-team

working

Know

ledge

Mining

Technology EvolutionTechnology Evolution

Employee Experi

ence

Customer E

xperience

CustomerCustomerIntimacy &Intimacy &BusinessBusiness

ValueValue

VaxM

ail

Dom

ino.doc

QuickP

lace

SA

P R

3

Notes v6.0

Microstrategies

CR

M S

iebel

Websphere

Inktomi

Notes 4.5

AP

O D

ocumentum

CR

M N

otesCollaboration

w/ Custo

mers

Organizational Readiness & ProductivityOrganizational Readiness & Productivity

Discussion

Database

DuPont Knowledge Management: DuPont Knowledge Management: Phase 1Phase 1

ParticipantsParticipants Initial FocusInitial Focus

FinanceFinance——Internal AuditInternal Audit 100100 Global capabilityGlobal capability

CR&DCR&D 42004200 Research portalResearch portal

EngineeringEngineering 300300 RenewalRenewal

SourcingSourcing 12001200 Global rapid workoutsGlobal rapid workouts

Crop ProtectionCrop Protection 15 15 Technology laboratoryTechnology laboratory

Strategic AccountsStrategic Accounts 140140 Global account managementGlobal account management

Imaging TechnologiesImaging Technologies 20 20 Global leadership effectivenessGlobal leadership effectiveness

Six SigmaSix Sigma >10,000>10,000 Business effectivenessBusiness effectiveness

Key Strategies and InitiativesKey Strategies and Initiatives

Streamline Knowledge Transfer

Establish DirectAccess Knowledge

Establish Mentor Enhanced e-Learning

Build Solution & Offering Org.

KM TeamStrategy, DeploymentK-Program Mgrs (BUs)

Arch, App Dev, Ops

KM ProcessesK-Lifecycle, Help Desk

Self Service Admin.Change ManagementCourse Development

KM CommunitiesNetwork Op Model

Trusted Expert LocatorCollaboration

KM InfrastructurePortal, Security, CMS

Repository, SearchGlobal, Web Services

E-Learning

KM Knowledge BaseTaxonomy, StructurePractices & Services

Quality RatingStandards

Integrate ExistingKnowledge Tools

Establish Business Driven Collaboration

Establish Corporate KM Backbone

Capture Problemsand Solutions

Deployed

Build TrainingPrograms for Priority

Renewal Areas

Build ServiceDefinition Team

Capture ProjectBest Practices

CaptureSubcontractorProject Results

SystematizeNetworks withCollaboration

Collaborative ProjectManagement

MapExpertise and Skills

CreateCross-FunctionalOffering Capacity

Create a MentoringProgram

Capture ExpertThought

Leadership

Create Self ServiceTraining

Execute AwarenessCampaign

Build“Request for Expert

Assistance”

Integrate withAdvanced Engineering

Systems[interoperability]

Link the networks toa content Repository

CollaborativePlanning

Management

Establish IndustryExpertise

Connection

PackageOfferings Establish

Offering Modeland Methodology

Integrate/AugmentDuPont Eng. Univ.

Integrate ReportLibrary

20032003——Think Big, Start Smart, Scale FastThink Big, Start Smart, Scale Fast





KM TeamStrategy, DeploymentK-Program Mgrs (BUs)

Arch, App Dev, Ops







E-Learning







Deployed


Renewal Areas










Leadership




Assistance”

Integrate withInteroperability &

Life Cycle Data Mgt



Management


Connection





KM Program OfficeKM Program Office

• Business/program leadBusiness/program lead

• Change management and educationChange management and education

• KM consultingKM consulting

• Six Sigma/business analyst Six Sigma/business analyst

• IT KM Lead IT KM Lead

• Project-based resourcesProject-based resources― Project managerProject manager― Community facilitators Community facilitators ― Knowledge capture resources Knowledge capture resources ― IT resourcesIT resources

……establish a dedicated team to lead the journey...establish a dedicated team to lead the journey...……establish a dedicated team to lead the journey...establish a dedicated team to lead the journey...

KM Roles and ResponsibilitiesKM Roles and Responsibilities

Group ManagerGroup Manager Executive sponsor; actively Executive sponsor; actively supportive of the roll out. supportive of the roll out.

Knowledge StewardsKnowledge Stewards Prime contacts for the KM team and Prime contacts for the KM team and early adopters of KM processes and early adopters of KM processes and tools. Champions of KM processes; tools. Champions of KM processes; work with subject matter experts to work with subject matter experts to oversee group intellectual property. oversee group intellectual property.

Subject Matter Expert (SME)Subject Matter Expert (SME) Technology specialist, expert. Technology specialist, expert. Recognized, well-respected Recognized, well-respected content/competency expert. Helps content/competency expert. Helps the Knowledge Steward manage the Knowledge Steward manage intellectual assets for the rest of the intellectual assets for the rest of the group. group.

Knowledge WorkersKnowledge Workers All people in the workgroup All people in the workgroup (regardless of whether they may also (regardless of whether they may also be SMEs, Knowledge Stewards, or be SMEs, Knowledge Stewards, or OSPs).OSPs).

Implement Common KM ProcessesImplement Common KM Processes

• Effective global collaborationEffective global collaboration

• Consistent knowledge sharingConsistent knowledge sharing

• Build and grow strong teamsBuild and grow strong teams

• Capture and organize knowledge assetsCapture and organize knowledge assets

• Document and publish good/best practicesDocument and publish good/best practices

• Improve search/find and access to informationImprove search/find and access to information

• Find the right person (or be found!)Find the right person (or be found!)

• Better mentoring and training opportunitiesBetter mentoring and training opportunities

Example Value Areas to ExploreExample Value Areas to Explore

• Improve information/knowledge sharingImprove information/knowledge sharing

• Capability to capture information/knowledgeCapability to capture information/knowledge

• Turning tacit knowledge into explicit knowledgeTurning tacit knowledge into explicit knowledge

• Improved innovation processImproved innovation process

• Ability to collaborate Ability to collaborate

• Efficiency and effectiveness of scientistsEfficiency and effectiveness of scientists

• Getting products to market fasterGetting products to market faster

• Driving growth: Sales and marketing effectiveness Driving growth: Sales and marketing effectiveness and revenue growthand revenue growth

KM Roll Out ProcessKM Roll Out Process

WorkshopWorkshop

Close OutClose Out

Weeks 1-2 are planning, Weeks 1-2 are planning, front-end loading, front-end loading, pre-work,pre-work,

Weeks 3-4 are Weeks 3-4 are training, overviews, training, overviews, continued setupcontinued setup

Weeks 5-8 are more Weeks 5-8 are more training, some project training, some project work, feedback sessions, work, feedback sessions, and a closing sessionand a closing session

Manager’s MeetingManager’s Meeting

Planning MeetingPlanning Meeting

Group LaunchGroup Launch

Portal Set UpsPortal Set Ups

Tool TrainingsTool Trainings

Learning ModulesLearning Modules

Portal OverviewPortal Overview

A brief tour of the portal environment and its A brief tour of the portal environment and its concepts/terminology…concepts/terminology…

KEY FEATURESKEY FEATURES

• CollaborationCollaboration

• Engineering EmployeesEngineering Employees

• Engineering SearchEngineering Search

• Engineering PageEngineering Page

A brief look of some tools available through the iPortalA brief look of some tools available through the iPortal

Taxonomy and Collections Search Taxonomy and Collections Search

QuickPlaceQuickPlaceSametimeSametime

KM PortalKM Portal


Sametime Sametime Instant Instant Messenger and Messenger and QuickPlace are QuickPlace are located under located under the the Collaboration Collaboration tabtab

Engineering InteroperabilityEngineering Interoperability

Jehu BurtonJehu Burton







KM TeamStrategy, Deployment

K-Program Mgrs (BUs)Arch, App Dev, Ops







E-Learning







Deployed


Renewal Areas










Leadership




Assistance”

Integrate withInteroperability &

Life Cycle Data Mgt



Management


Connection





20032003——Think Big, Start Smart, Scale FastThink Big, Start Smart, Scale Fast

KNOWLEDGE

KNOWLEDGEENVIRONMENT

ENVIRONMENT

Knowledge Knowledge CommunitiesCommunities

Knowledge Knowledge InfrastructureInfrastructure

Knowledge Knowledge ProcessesProcesses

Knowledge Knowledge BaseBase

Knowledge Knowledge WorkersWorkers

BETTER

BETTER

FASTER

FASTER

CHEAPER

CHEAPER

SAFER

SAFER

Knowledge Management VisionKnowledge Management VisionCreate a strategy and managing process for accelerating Create a strategy and managing process for accelerating knowledge management that will introduce a culture change knowledge management that will introduce a culture change as well as effective tools and processes to further enable as well as effective tools and processes to further enable employees as “knowledge workers,” improve productivity, employees as “knowledge workers,” improve productivity, and use knowledge intensity to achieve sustainable growth.and use knowledge intensity to achieve sustainable growth.

Facility Data Management

$

BusinessPlanning

Facility Planning

ProjectPlanning

Operations &Maintenance

Construction

Design

EngineeredEquipmentProcurement

FieldMaterialProcurementProcess

Renewal

ProcessDevelopment

Equipment Reliability

Process Conditions

Facility Process

MRO Procurement

Automated data flow

Accessible data for

everybody

Eliminate redundant

input of data

Increased UPtime

Improved Productivity

Increased speed of

execution

Interoperability

SAP

MicroStationMicroStationAspen+

Icarus

PDMS

Meridium

Offline Access

SAP

AspectP&ID

KBase

Pro-E

Aspen+

Icarus

Meridium

PDMSMicroStation

Documentum

Islands of Islands of AutomationAutomation

Little Little ConnectivityConnectivity

Hard to find Hard to find datadata

Many User Many User InterfacesInterfaces

DuPontOperations

DuPontOperations

DuPont Maintenance

DuPont Maintenance SuppliersSuppliersDuPont

Engineering

DuPontEngineering

Vantage

Equipment

DataP&ID

DataMaintenance

Data

EngineeringDocuments

& Plant Drawings

Online Access

Manual Input of Manual Input of datadata InfoPlus

Setcim

Operating

Data

Global User Community

Current View Application—Centric

DuPontOperations

DuPontOperations

DuPont Maintenance

DuPont Maintenance SuppliersSuppliersDuPont

Engineering

DuPontEngineering

Standarized configuration processes

Backend: Transaction/SAP, Business content/data, Internal collaboration/Lotus Notes

Applications: repository of shared and business specificShared content & data repository

Spare Parts List

3-D plant models

Reliability Information

P&IDdata

Equipment List

Simulation Models

Cost Information

Contracts

Schedules

Equipment Specs

Operating Conditions

Common Common User User InterfaceInterface

IncreasedIncreasedUPtimeUPtime

Faster Cycle Faster Cycle TimeTime

Higher Higher ProductivityProductivity

Drawings

Online Access

Automated Automated Data FlowData Flow

Process Control


Offline Access

Future View InformationFuture View Information——CentricCentric

Align KM and Interoperability/Align KM and Interoperability/Facility Data ManagementFacility Data Management


6 Copyright © 2002 E. I. du Pont de Nemours and Company. All rights reserved.Copyright © 2002 E. I. du Pont de Nemours and Company. All rights reserved.

6

DuPontOperations

DuPontOperations

DuPont Maintenance

DuPont Maintenance

SuppliersSuppliersDuPontEngineering

DuPontEngineering

Standarized configuration processes

Backend: Transaction/SAP, Business content/data, Internal col laboration/Lotus Notes

Applications: repository of shared and business specificShared content & data reposi tory

SpareParts List

3-D plantmodels

ReliabilityInformation

P&IDdata

EquipmentList

SimulationModels

CostInformation

Contracts

Schedules

EquipmentSpecs

OperatingConditions

Future StateFuture State

CommonUserInterface

IncreasedUPtime

Faster CycleTime

HigherProductivity Drawings

Online AccessAutomatedData Flow

ProcessControl


Offline Access

Taxonomy

Search Engine

Collaboration

RepositoriesPORTAL

Issues and ChallengesIssues and ChallengesIssues and ChallengesIssues and Challenges

• KMKM

• Long-term storage/accessibility of electronic mediaLong-term storage/accessibility of electronic media

• Enable the Data > Information > Knowledge Enable the Data > Information > Knowledge progressionprogression

• InteroperabilityInteroperability

• Open systems Open systems

• Applications integrationApplications integration

• Legacy DataLegacy Data

DISCUSSIONDISCUSSION

Ability

Orientation and TrainingApplications and InfrastructureKnowledge Services

Verification

Management ReviewDelivery Assurance Review

Processes

Knowledge Management ProcessesKnowledge-based ProcessesInnovation Programs

Measurement Balanced Score CardReward and RecognitionPerformance Appraisals

SponsorSponsor

KnowledgeKnowledgeTeamTeam

Sponsorship

KM Strategy Alignment with Business GoalsKnowledge Program PlansKnowledge TeamsCommunication Programs

How Do You Knowledge-Enable How Do You Knowledge-Enable the Business?the Business?

KM ProcessesKM Processes

• FindFind― Find the Right Person (or be found!)Find the Right Person (or be found!)― Improve Search and Better Access to InformationImprove Search and Better Access to Information

• CollaborateCollaborate― Effective Global CollaborationEffective Global Collaboration― Document and Publish Good/Best PracticesDocument and Publish Good/Best Practices― Build and Grow Strong TeamsBuild and Grow Strong Teams― Consistent Knowledge SharingConsistent Knowledge Sharing― Better Mentoring and Training OpportunitiesBetter Mentoring and Training Opportunities

• CaptureCapture― Capture and Organize Knowledge AssetsCapture and Organize Knowledge Assets

a case study for knowledge management “creating sustainable business value” emerson johns jim...

Documents

knowledge managementprocess

knowledge management

siemens knowledge networking

implementation session

rol lout slide

added value

sustainable business

right information