knowledge management thesis

Knowledge management projectsHow can we meet the success ? Analyses and suggestions regarding the heavy

industry.

Soutenance de thèse14 octobre 2010 à l’EI CESI de Lyon

parChristophe BUTY

École d’Ingénieur du Centre des Études Supérieures Industrielles de Lyon, 19 avenue Guy de Collonges, 69130, Ecully

dans le cadre du Mastère Spécialisé Management Par Projets (MSMPP)

Directeur de thèse professionnelle : Nicolas BARISONE

« We need to write for oneself, that’s the only way to reach the people »Eugène Ionesco

Agenda

• Saint-Gobain Glass, Eurofloat

• MKT2 project management

• Introduction to problematic

• Bibliographical review

• What is the KM ?

• Heavy Industry analyses / Knowledge management project analyse

• MCI10

• MCI10 set for Eurofloat

• Conclusion

14/10/2010, EI CESI, La gestion des projets KM, C.BUTY

Saint-Gobain


• Established in 1665

• Merged in 1970 with PAM

Saint-Gobain


• Established in 1665

• Merged in 1970 with PAM

• Four Business Units

Saint-Gobain Glass & Eurofloat


• Flat glass• Coater glass• Coloured glass• Tinted glass• Laminated glass• Pattern glass

• Eurofloat

Agenda


• MKT2 Project management





• MCI10


• Conclusion


MKT2 for float line

• Teach, Learno Production equipmento Technical doingso Operations theory

• Capitalize: o Specific production issues on lineo Reflexes to own

• Share: o A 300 years old know-howo A complex and specific know-how


ManufacturingKnow-howTransfer Training

MKT2 for float line


Examples of MKT2 IT system, for further details, please contact Saint-

Gobain directly.

MKT2 Project management

• Managing the program with regards with specific needs, known project management methodologies

• Organizing the content development, understand, analyse and improve the way to produce best practices, the whole regarding the right pedagogy.

• Carry out the targeted communication

• Hiring trainees, train and coach them

• Managing the MKT2 project team across different departments

• Maintaining the IT knowledge management system, performing its migration to new versions

• Successfully modifying pedagogy scheme concerning the local special needs

• Ensuring the shop floor involvement for the change management


MKT2 Project management


• Action plans to straighten up the program:

• Small construction project management

Please contact me if you want to use this slide I’ve created: [email protected]

Agenda







• MCI10


• Conclusion


Introduction

• I had experience mainly in manufacturing background

• Why MKT2 is not used on the plant? To where can we “push” further? Bearing in mind knowledge management is far more interesting for a plant than e-learning

• Consequently, MKT2 can be improve at least in a content manner

• Knowledge management in manufacturing background is not heavily discussed by literature

• Initially change management is not performed at all, operation shifts and shop floor is not committed with the program

• My post-engineering degree in project management could be a key idea to grow the way to manage MKT2

• Knowledge management is a competitive advantage and allow us to learn a lot from issues, from people, from common knowledge in a plant


Problematic

• Knowledge management and manufacturing background?

• How to understand and carry out users involvement issues

• How to manage a knowledge management program and moreover, regarding its specifications?

• What links can we set up between the manufacturing organisation and the existing communication aids?

• “Nowadays, knowledge management technologies are wrong: it is possible at least to manage content but surely not motivating knowledge developers to share their own knowledge[1]”

[1] The chief officer’s dilemma, Innovation creators, 2006


Agenda







• MCI10


• Conclusion


Bibliographical review


Ardouin T., Ingénierie de formation pour l’entreprise,2003, 2006

COMPREHENSION

AFITEP, Le management de projets, Principes et Pratiques, AFNOR, 2000, 2ème éd

TECHNIQUES

Ballay JF., Tous managers du savoir : la seule ressource qui prend de la valeur en la partageant, 2002

Dieng-Kuntz R., Corby O., Gandon F., Méthodes et outils pour la gestion des connaissances : une approche pluridisciplinaire du knowledge management, 2001

D’Iribarne P., La logique de l’honneur, Gestion des entreprises et traditions nationales, Le Seuil, 1989

Durand R., Guide du management stratégique :

99 concepts clés, 2003 Roulleaux-Dugage, M., L’organisation 2.0, développer la collaboration en réseau dans l’entreprise Eyrolles, Editions d’organisaiton.,2007

Prax JY. ,Le manuel du knowledge management: mettre en réseau les hommes et les savoirs pour créer de la valeur, 2007 et 2003

Rosinski P., traduit de l'anglais par Brun S., Le coaching interculturel : comment favoriser un succès durable grâce aux différences : organisations, métiers, nationalités ,2009

PMI, A guide to the project management body of Knowledge-4th Edition (GUIDE PMBOK)-ANSI-PMI Global Standard , 2008

Zara O., Le management de l’intelligence collective, 2008 ,2ème éd.

Veybel L, Prieur P.; préf. Bousquié B., Le knowledge management dans tous ses états : la gestion des connaissances au service de la performance, 2003William H.,Rice IV., traduction Blondeel S., révision technique Jean-Yves Jeannas , Le guide du e-learning avec Moodle : version 1.9 , 2008

Agenda





• What is KM?


• MCI10


• Conclusion


What is the KM ?

• Differences between data, information, and semantic attached information

• Knowledge tacit vs explicit

• Knowledgeo Know

• Skillo Know-how

• Common memory (i.e. in a plant)

• « Managing, through the organisation, knowledge and skills of the plant for a common share and enrichment »


What is the KM ?



What is the KM ?• Capitalising

o Experience feedbacko Data Management Systemo Best practiceso Formalising (field of influence, address book, main facts, traps to avoid, social & professional

networks, customers)o Teaching stories

• Socialisingo Share, network, 2.0 internet, new generations, new ideaso Personal knowledge management o Made everybody knowo Sharing activities depend on the decision making level of the organizationo Ability and motivation to share ones knowledge, ones time and ones stresso Up sized model company (including suppliers, customers, practice and interest communities, project

teams)

• Transferringo Reproductive learningo Creative learningo E-Learningo Regarding the targeted public

• Renewingo Innovate, create, reuse, divert ideaso Adaptationo Collaborationo Trainingo Creativityo knowing ones environmento Face mistakeso Promote the change capabilities of employees


What is the KM ?



What is the KM ?• Tools: IT, portals…

• Projects origins: o Intern initiative oro Top-down will from the general management

• Projects parameterso Visiono Management and organisational changeso IT systems

• Need to split in small different projects

• Four great project types

• Different kinds of projects

• Stepso Diagnostic and analyze of KM needs/existingo Developed designo Deployment


What is the KM ?



Agenda





• What is KM?


• MCI10


• Conclusion


Heavy industry analyses• Heavy industry: raw materials transformation

o Linked with raw material costs, shipping delays and its production quality

o Long-range profitability

o Hard competition environment

o Business markets more local than global

o Very complex technical production, qualifications are essential

• KM program is most of the time managed technically by the IT department and strategically by Human Ressources department: gap between those two.

• Key point: production department needs to be committed in the program

• Share information and knowledge needed for work and maintenance departments

• Creation of a knowledge directory


Heavy industry analyses



Heavy industry analyses• Capitalise production jobs doings

• Making durable and improve production skills

• Optimize production, avoiding mistakes

• Create experts networks, make durable and keeping knowledge

• Benefits for heavy industry unclear, adaptation / insertion to a plant not really easy

• Not enough time, other priorities, production remains THE first priority

• A great respect of hierarchy, people do not have initiatives

• Not so many project management knowledge, consequently, the way to manage such a program is still groping

• More of the half of industries does not have done any knowledge management


Heavy industry analyses



Agenda







• MCI10


• Conclusion


MCI10


• Knowledge and Skills management for the heavy industry

• I wish it is as applicable as possible to all manufacturerso Complex analyseso Detailed, accurate

o Change managemento KM and project methodologies from an

implementation project to a long term KM program

MCI10


• Knowledge management fields

• Knowledge management objectives

For further information,

please contact

me

MCI10


For further information, please contact me

MCI10 : KM program management


Bureau de projet

Objectifs an I Objectifs an II

Projet an I

Ressources

Budget

Contenu

Comité de pilotage

Chef de programme Animateur(s)

Comité de changement

Stratégie groupe

Programme

Vision

Objectifs

Indicateurs clefs

Comité de direction Equipe dirigeanteEquipes sur site

-> Mutualisation des risques -> Décentralisation des décisions

For further information,

please contact me

Agenda







• MCI10


• Conclusion


MCI10: people oriented project



MCI10: portal



MCI10 Global management



Agenda







• MCI10


• Conclusion


Conclusion




Merci

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Business

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saintgobain glass eurofloat

buty examples of mkt2