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


Knowledge Strategy, Process and Tools


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


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)


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


Knowledge Strategy The Single Greatest Source of Knowledge Is Our People

We are Focused on Knowledge Flow

– Across Boundaries – Rather Than Just

Knowledge Stock


…Leveraging Organizational Knowledge

OrganizationalKnowledge

PersonalKnowledge

Sum total of knowledge for building customer value by any one individual

without

witha knowledge strategy


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


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).


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


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


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


Workflow Example – Spares Process Livelink Workflow Is Utilized on a Number of Key Business Processe

s – Including Spare Parts Orders from Customers


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


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


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


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


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


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


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


Synergy with Lean

Knowledge Management


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


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


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


Lean LearningModules

Product Focus


ProcessArchitecture

LeanThinking

Value Stream Mapping

Applying Six Sigma

Applying Acquisition Excellence

Design for Six Sigma

Office Five “S”

Shop & LabFive “S”


Closure



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


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]

march 2003 applying a knowledge strategy dr. scott shaffar

Documents

knowledge stockcopyright

existing knowledge

knowledge audit

knowledge half

knowledge flow

knowledge issues

knowledge strategydr

knowledge portals people