apm knowledge sig case study: andy wall

APM KSIG event 25th June 2015

1

Andy Wall – United Utilities

Copyright © United Utilities Water Limited 2015

If we all knew

what we all

know!

If we all knew what

we all Know


?, leverage, lost count, systematic

• Introduction

• Knowledge Management Context

• The Challenge we face

• The development of RoCK

• The Rock process

• Summary

• Q&A


2

A little bit about United

Utilities (UU)


• United Utilities holds a licence to provide water and sewage services to around seven million people in North West England.

• These services are carefully regulated by the water regulator

• between 2010-2015 UU invested more than £3 billion to improve the water and wastewater infrastructure and the environment across the North West

• Since 1990 we've invested appox £4000 for every household in the North West

• 42,000 kilometres of water pipes, from Cumbria to Cheshire

• 76,000 kilometres of sewers • 569 wastewater treatment works • 94 water treatment works • 56,000 hectares of catchment

land

A little bit about me


That’s probably enough


3

What is Knowledge

Management


“…..the process of capturing, developing, sharing, and effectively using organisational knowledge. It refers to a multi-disciplined approach to achieving

organisational objectives by making the best use of knowledge.

How long?


We've been at this a while –

Can anybody guess how long ?

https://www.google.co.uk/url?q=http://en.wikipedia.org/wiki/Wikipedia:Wikipedia_logos&sa=U&ei=51EwU7nCCaWd7gazl4HIBg&ved=0CC0Q9QEwAA&usg=AFQjCNHMbXPVSTx0r921FB1EfIFEZzTUwQ


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Click to edit Master text styles

Click to add title

“…..recording our knowledge on cave walls.”

“ …when we moved the recorded knowledge stayed behind”

Success ?


So what does it look like when

we all know what we all know?


5

The Borg were a pseudo-species of cybernetic beings,. No single individual truly existed within the Borg Collective as all Borg

were linked into a hive mind. Their ultimate goal was the attainment of 'perfection' through the forcible assimilation of diverse

sentient species, technologies, and knowledge.

If we all knew what we all know

What would things look

like?


Resistance is futile

Our Approach to

Knowledge Management


10

‘Creating Value by

Sharing what we know’

Its about working together easily

Finding up to date information fast

Tapping into the collective

experience of UU

Sharing Lessons Learned

Knowing who to ask

http://en.memory-alpha.wikia.com/wiki/Cybernetic

http://en.memory-alpha.wikia.com/wiki/Borg_Collective

http://en.memory-alpha.wikia.com/wiki/Hive_mind

http://en.memory-alpha.wikia.com/wiki/Borg_philosophy

http://en.memory-alpha.wikia.com/wiki/Assimilation

http://www.google.co.uk/url?url=http://www.ufosightingsdaily.com/2011/06/giant-black-cube-orbiting-earth-sun.html&rct=j&frm=1&q=&esrc=s&sa=U&ei=vsiGVenFH-TC7gaCnoDgDA&ved=0CB4Q9QEwBA&usg=AFQjCNE_4RL0-r3KZjCx3l_BUrFVYwDp2w


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Sharing Technical

Knowledge.


DSEAR Working Group

Designing for Safety Working Group

Wastewater Network Technical Liaison

Knowledge Communities and Subject Matter Experts (SME’s)

Codified Knowledge

Tacit Knowledge

Lessons learnt, continuous

improvement

RoCK


7

Background

The Challenge


• Massive capital program looming (>£3bn) • No way to systematically capture or disseminate good ideas /

good practice • New external Capital delivery Partners on board for the next 5

years • Incentivised to innovate • Less design done internally • Needed to link learning / knowledge to the specific assets we

were building • Estimators don’t update their cost curves for projects in real

time (often 12 months after a job had finished on site) • Need To communicate the opportunities for savings or H&S

improvements

Lessons Learned


Lessons Learnt Tracker

0

5

10

15

20

25

30

10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2

2008/09 2009/10 2010/11 2011/12

0

20

40

60

80

100

120

140

Open Closed Tracker

Using the Left hand scale, •the yellow bars show the number of Lessons opened in each month

• the green bars show the number of Lessons closed in the month. Using the Right hand scale •The red line tracks the Cumulative number of Open Lessons

http://flow/Asset/DA/Engineering/COPs/Lessons Learned/Lists/Lessons_Learned/NewForm.aspx


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Reuse of Company Knowledge (RoCK) Re-use opportunities from the past

Capture innovative thinking and the cost

savings associated to ensure our standards

are kept up to date and the assets of the future

incorporate savings realised in the past!

The Process


9

Push / Pull ALL opportunities into ALL future

Projects

RoCK

Project lifecycle

Opportunities

Push

Pull

Current Phase: ‘Build’

Relational Database - built ready for content

RoCK Database

Good Ideas (opportunities)

Input Form

Project

Opportunities

Output Form

Standard

Opportunities

Output Form

Governance

Opportunities

Output Form


10

RoCK Output Doc

Summary


11

Questions

Re-using

Knowledge

How do we…

How do we…

RoCK

Benefits

Consistently apply the right knowledge, to the right situation, at the earliest opportunity

Collect more of the knowledge from our organisation to ensure our standards continue to reflect our aspirations and best working practices

Developed to resolve some familiar problems that exist in many organisations…..

Knowing what we do - Doing what we know

Align opportunities to individual projects (assets) in the forthcoming capital program. Align opportunities to appropriate standards so that they can be considered when being reviewed.

?

? !!!

££ ‘s

££ ‘s


12

Reducing costs across the project lifecycle

NEED OPERATE

BREAK

GROUND

STRATEGY DESIGN SPECIFICATION BUILD IMPLEMENT

Solution design and specification develops as the definition becomes more and more detailed

BETTER

STRATEGIES

BETTER

SOLUTIONS

IMPROVED

TECHNOLOGIES

[ STRAP ] [ ABMs ] [ ENGINEERING ]

SOLUTION

IMPROVEMENTS

[ CAPITAL DELIVERY]

Innovation is ‘delivered’ across the project / solution lifecycle

EFFICIENCIES

[ ENGINEERING ]

FCO

EPO

WATER

ACT

INNOVATION

Innovation and

standardisation ?


Innovation and Standards are complimentary not conflicting and each bring benefits …

Standards = Exploitation of knowledge Programme efficiency (not reinventing the wheel), benefitting from lessons learnt

Innovation = Exploration of knowledge new ideas; better, faster cheaper solutions, improvements in standards

apm knowledge sig case study: andy wall

Business

water regulator

technical knowledge

organisational knowledge

apm ksig event

recorded knowledge

kilometres of water

best use of knowledge

wastewater treatment