strategic approaches to am & km for waveriders on european excellence model

Strategic approaches to AM & KM for WAVERIDERS on European Excellence Model

A-3 Consultancy Firm, PlcUniversity Road,Coventry CV4 7AL, UKTel: +44 (0)24 7652 3523Fax: +44 (0)24 7646 1606

VP & Senior Consultant: Edelon MELOSenior Consultant (Strategy): Thomas JOHNSenior Consultant (Operation): Miia ZHANGSenior Consultant (HR): Yaqin ZHUSenior Consultant (Technology): Roy SUPRATEEKBusiness Analysis: Michinori FUJITA

Dear Board Members of WaveRiders

15th of April 2011

Introduction Linkage between AM&KM and EFQM (KBAM-based EFQM)

Current situation (Continuous improvement )

Proposal for WRs (AM-based )

Solutions for WRs (KM-based + system-based)

Conclusions (Effectiveness-based)

Contents of the Proposal

1. WHY– Necessity

1. Modeling by EFQM and criterion of A&KM2. Areas to be Improved by A&KM

– Current Situation of A&KM1. Analysis of WAVERIDERS2. Areas to be Improved by A&KM

2. HOW– Proposal

1. Facility Management2. Security3. Health & Safety4. Environment Management5. Life cycle Management6. Maintenance7. Resources Utilisation8. Knowledge Management

3. WHAT– Solution

1. System Integration ,to control production2. Knowledge Integration, using KM materials

3

1. The Importance of A&KM, from EFQM point of View

4

Leadership ProcessesKey

Performance Results

People

Policy & Strategy

Partnerships & Resources

People Results

Customer Results

Society Results

Enablers Results

Innovation & Learning Reference: EFQM(2009)

EFQM Frame work ,& A&KM

Facilities Management

Security

Health & Safety

Environmental Management

Life Cycle Management

Maintenance

Resource Utilisation

Defining Knowledge

Representing Knowledge

Acquiring Knowledge

Creating the condition for Knowledge Management

http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/kbam/sessions/Reference: Roberts (2011)

EFQM

A&KM

5

http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/kbam/sessions/

Leadership ProcessesKey

Performance Results

People

Policy & Strategy


People Results

Customer Results

Society Results

Enablers Results

Innovation & Learning

Knowledge & HR

Assets & Resources

Knowledge Enabling

Knowledge Sharing

Improvement of AM

Improvement of KM

LCFacilities

EnvironmentH & SSecurities

AM Utilisation Developing KM

Outcomes from AM

Results from KM

A&KM meets EFQM

Criteria of A&KM inside EFQM

6Reference: Adapted from EFQM(2009)

Leadership Processes

People

Policy & Strategy


Enablers

Knowledge & HR

Assets & Resources

Knowledge Enabling

LCFacilities

H & S

Developing KM

∴Development of KM = f ( L, S, P)

L: Leadership S: Strategy P: People

People:70%

Process: 20%Technology: 10%

LEARNING

Reference: Adapted from EFQM(2009) Reference: Bhatt (2000)

Knowledge Components

Leadership

Policy & Strategy

Knowledge & HR

Knowledge Enabling

Knowledge Enabling Process on EFQM

Relationship between L, S, &P.

Knowledge Enabling Formula

Appendix 1

Knowledge Enabling on EFQM (people)

7


People

Policy & Strategy


Enablers

Knowledge & HR

Assets & Resources

Knowledge Enabling

LCFacilities

H & S

∴AM Utilisation= f ( L, S, T)

L: Leadership S: Strategy T: Technologies/Facilities



Leadership

Policy & Strategy

Assets & Resources

Knowledge Enabling Process on EFQM (Tech/Facilities)

Relationship between L, S, & T.

Knowledge Enabling Formula 2

Appendix 2

AM Utilisation

LC

Facilities

H & S

People:70%


Knowledge Enabling on EFQM (Tech/Facilities)

8


People

Policy & Strategy


Enablers

Knowledge & HR

Assets & Resources

Knowledge Enabling

LCFacilities

H & S

∴KBAM= 0.7f(L,S, P) +0.1 f ( L, S, T)+0.2pr



Assets & Resources

KBAM on EFQM

Relationship between KM & AM

KBAM Formula 2

Appendix 3

AM Utilisation

LC

Facilities

H & S

People:70%


Knowledge & HR

Knowledge Enabling

Knowledge Enabling on EFQM (Knowledge Based Asset Management)

9

ProcessesKey

Performance Results

People Results

Customer Results

Society Results

Results


Knowledge Enabling

Knowledge Sharing

Improvement of KM

LCFacilities


Results from KM

Market Value

Financial Value

Intellectual Value

Human Capital

Structural Capital

Innovation Capital

Process Capital

Reference: Adapted from EFQM(2009)Reference: Edvinsson & Malone (1997)

Knowledge Sharing Process on EFQM

The Skandia’s Value scheme

Knowledge Sharing on EFQM (people Results)

10

ProcessesKey

Performance Results

People Results

Customer Results

Society Results

Results


Knowledge Enabling

Knowledge Sharing

LCFacilities


Market Value

Financial Value

Intellectual Value

Human Capital

Structural Capital

Innovation Capital

Process Capital


Knowledge Sharing Process on EFQM 2


Knowledge Sharing on EFQM(Tech/Facilities)

Outcomes from AM

Improvement of AM

11

ProcessesKey

Performance Results

People Results

Customer Results

Society Results

Results


Knowledge Enabling

Knowledge Sharing

Improvement of KM

LCFacilities


Results from KM

Market Value

Financial Value

Intellectual Value

Human Capital

Structural Capital

Innovation Capital

Process Capital


Knowledge Sharing Process on EFQM


Knowledge Sharing on EFQM (KABAM)

Improvement of AM

Outcomes from AM

12

Leadership Processes Key Performance Results

People

Policy & Strategy


People Results

Customer Results

Society Results

Enablers Results


SECI 3D model, regarding EFQM

Socialisation Externalisation

Intenalisation CombinationExplicit Knowledge

Tacit Knowledge

Explicit Knowledge

Tacit Knowledge


IIndividual Combination


Group Combination


Organaisation Combination


Internalisationl Combination

Continuous Learning



Tacit Knowledge

Explicit Knowledge

Tacit Knowledge

Internalisation Individual Group Orniasansation Internalisation

Internalisation Process

SECI Model

Reference: Adapted from Noaka & Takeuchi (1995)13

2. Analysis of Current Situation

14

1. The hull is designed using a CAD/CAM system

2. The wood is cut to make the mould for the hull.

3. The frame is constructed and painted.

4. Build up the shape out of fibre glass.

5. Apply more fibre glass.

6. Position the fibre glass and wait for it to harden.

7. Cut out holes for components.

8.Install electrical devices and components.

FM Sec H&S Env LC Main RU EX K Tac K

xx xx x xx xx

x x x x xx x x x xx

x x x x x x x x xx

xx x x x x x x xx

xx x x x x x x

xx x x xx x x xx

xx x xx x x x

x x x xx x x x

Current Situation-Hull MKey Relationship

13 7 7 6 14 6 3 9 12Total

1. Spreading the fabric on the cutting desk2. Draw and set the fabric for the tube

3. Cut the pattern

4. Press down the edges

5. Apply the first layer of glue

6. Glue the edges

7. Tapes sanded and placed at inside of joint8.Glue parts together, holes are for air in/out

9. Joining the seams

10. Inflation check and glue seam again for security


XX X X X X X

xx x X x x x X xx

x x x x

xx x x xx x x

xx x x x

x x x x x

x x x x x x

x x xx x x

Current Situation-Tube MKey Relationship

15 2 5 5 12 7 7 3 12Total

x x x x

xx xx x x xx x x x xx

1. Inflation check for leakage and put on hull

2. Glue tube and hull together

3. Inspecting the angle

4. Glue the handles


XX X X X X X X

x X x x x x

x x x x x

x x x x x x

Current Situation-Hull & Tube Key Relationship

5 0 1 1 4 4 4 2 4Total

17

The key relationship with KBAM

Summary 1 from Analysis of AM

Strength from analysis of AM

• Simple Process• Easy KM transfer• Required Security level is low• Eco-friendly, because of No-industrialisation• Easy maintenance

Weakness from analysis of AM

• No high-tech, but many kinds• Difficult to control• Hard to share knowledge• Weak Production control line

Summary of AM

Facilities Management

Securities

Health & Safety

Environmental ManagementLife Cycle Management

Maintenance

Resource Utilisation

0

20

40

13

7

76

14

6

3

15

2

55

12

7

7 5

011

44

4

33

9

13

12

30

17

14

Hull Tube Assembly Total

18

Summary 2 from Analysis of KM

Summary of KM

Strength from analysis of KM

• Skillful & experienced workers• Many tacit knowledge within the

organisation• Enabling knowledge individually

Weakness from analysis of KM• Less explicit knowledge• Hart to hare knowledge• Less communication• No learning system• Human risks

Tacit Knowl-

edge; 12

Explicit Knowledge; 9

Tacit Knowledge;

12

Explicit Knowledge;

3

Tacit Knowledge; 4

Explicit Knowledge; 2

Hull Manufacture

Tube Manufacture

Assembly

Allocation of KM

19

3. Proposals for WAVERIDERS

20

Function of the Sys:1. Data collection2. Storage of data3. Analysis of data

Effectiveness of FIMS:1. Capacity control2. Reduction of lead time3. Cost reduction

Proposal.1 : Facilities Management

Input

Process

Out put

Reference: Adapted from Alexander (1996)

Hull

Tube

Assembly

CAFM

FIMS Data Collection

Mak

e be

tter d

ecisi

ons

FeedbackLearning

Sys support

Investing FIMS to control and manage facilities, effectively

2 proposals for Facility Management

To introduce FIMS, as a solution using outsourcing, which is expected: 1. reduction costs2. Gain better results3. Increase flexibility4. Focus on core skills

Emergency Planning, to reduce risks of the production 21

Security

Policy

Organisational Security

Asset Classification & Control / Access Control

Compliance

Personal Safety / Physical & Environmental Security

System Development & Maintenance / Communications & Operations Management / Biz Continuity Management

Proposal.2 : Securities

Reference: Based on Saint-German (2005)

Establish Security Policy in every Manufacture Lines

Priority of the Assets Class

Set-up of Compliance Policy (the detail of regulation, which should include KPI)

Operational Rules / Manuals

Regular Biz Analysis mtg

5 proposal contents for Security Management For WAVERIDERS

10 Domains of Information Security Management

22

Proposal.3 Health & Safety 2 proposals of H&M Management For WAVERIDERS

Create a safe and healthy working environment for

employees

Display screen equipment regulations

Workplace health, safety and welfare

regulations

Management of Health & Safety at work

regulations

Control of substances hazardous to health

regulation

Reporting of injuries; diseases & dangerous

occurrences

Develop employee’s awareness of their own and colleagues

safety

Provision and use of work equipment regulations

Personal protective equipment at work

regulations

Manual handling operations

Incidence

CostsTime

Productivity

Financial result

Incidence Spiral

-Incidence affects costs & time of production-H&S represents ‘Managing incidence (risk management)’

CHECK

23Reference: Panasonic Global http://panasonic.net/csr/employee/fun/lab/index.html#section01

http://panasonic.net/csr/employee/fun/lab/index.html#section01

Proposal.4 Environmental Management

Production Process

Product Consumption Disposal

Pollution Capture Disposal

Waste Energy/Material

Waste Waste Current Areas of CSRfor WAVERIDERS

WAVERIDERS CSR Areas in 2011

Production Process

Product Consumption Disposal

Min Waste Future Areas of CSRfor WAVERIDERS

WAVERIDERS CSR Areas in 2020

Reuse of Waste energy & by-

products

ReuseRecycleRepair

Design for Life-cycle

Reference: Based on Christie et al (1995)

Strengthen the Design line for making Environmental-friendly Products

Add-Function for Reuse/Recycle/Repair lines

2 proposal contents for Environmental Management For WAVERIDERS

24

Proposal.5 Life Cycle Management

Life Cycle Cost

Life Cycle Cost

Terotechnology

Assets

HR

Qua

lity

Cost

Sales Volume

Cost

Break Even Point

Sales

Costs

Cost Estimation

Sales (profit)Estimation

•Initial Cost

•Maintenance Cost•others

Control

Estimation/Evaluation

Central System to Control and Evaluate

Cost & Benefit

Process of DiscountingSupport Operational Decision Making

Colle

ct &

ana

lyse

dat

a

Analysed& Estimate

Precise estimate of Life cycle and total costs of WaveRiders’ Assets, using Central System, with KM

Precise estimate of costs & benefits, using Central system with KM

2 proposal contents LCM For WAVERIDERS

LCM

25Reference: Based on Boussbaine (2004)

Proposal.6 Maintenance

WAVERIDERS Maintenance Teams

Daily Prevention Grp

Health CheckupsGrp

Early Treatment Grp

Hull Tube Hull & Tube Assembly

Findings Findings Findings

Production Lines

WAVERIDERS Maintenance team

Reference: Based on Christie et al (1995)

Se-up of Maintenance Team: Daily Prevention, Health Checkups, Early Treatment Grps

Three different functions should be controlled by Head of Maintenance, in order to Share KM from AM.

2 proposal contents for Maintenance For WAVERIDERS

26

Proposal.7 Resource Utilisation

Strategy

Forecast

Purchasing

Objectives

Estimation

Condition

Material

Capacity

Components

Deliveries

TargetProduction

Scheduling of Resource Utilisation

WaveRiders should create scheduling, using central system control effectively

Estimate demand precisely, and purchasing materials Just In Time (JIT)

2 proposals Resource Utilisation For WAVERIDERS

Sea Spray Sea House

Sales EST Sales EST

Production Time

Row Material Inventory

Assembly

Central System Control

JIT

InventoryControl

Demand

Production Line27Reference: Based on Tersin (1994)

Proposal.8 Knowledge Management

Establish KM specialists inside WaverRider, to share, store, distribute, and apply Knowledge.

Special Education program should be introduced, for creating KM specialists

2 proposal contents LCM For WAVERIDERS

INNOVATION ADD Value

SHARE

STORE

DISTRIBUTE

APPLY

KMSpecia

lists

KMSpecia

lists

KMSpecia

lists

KMSpecia

lists

Creating KM specialists (eg. Six Sigma Black Belts system, etc)

Education Package

EducationContents

EducationPlaces

Educationsystems

Reference: Nonaka & Takeuchi (1995 :169), & Drucker (1988 :3)

Colleagues

Vision

Confusion

Career opportunities

Customers

Headquarters

Outsourcing(professional)

Internal

28

4. Solutions for WAVERIDERS

29

Proposed Solution 1WaverRiders’ Next Step

Market Trend

1.Systemise the Process & Flow

2.Effective Production Control

3.Cost Reduction4.Productivity UP

1. Short Life Cycle2. Competitive Market3. Wrong Estimation4. The Importance of

Maintenance and service

All in One Control system EDEⅡEDE2 can control and manage the production line daily, due to collecting the data lively, and it can integrate financial, HR, and other system to one central computer system. EDE2 can reduce the cost and fee of maintenance, and relevant costs (maintenance staff wages & others).

50Users: £30,000

EDEⅡ

Solution 1: All in One System of Production, Sales, Financial, &ERP

30

Arrangement Control

Price Management

Ordering Control

ProcurementStock

Control

Manufacturing

Process Control

Capability

Assessment

Process Deployme

nt

Production Control

Purchasing Control

ReceivingControl

ShippingControl

Production DesignControl

Vendors

Financial Accounting

System

Wage & Salary

System

Production Control System

InventoryManagement

Payable Management

Receivable Management

Sales Control

CF in CF out CF in Sales Payment Supplying

System Introduced:

Process Parts of WaveRiders

Financial Parts of WaveRiders

EDEⅡ

31

Looking for (free) workshops sponsored by suppliers that introduce new products and hence new techniques for the staff. This can also allow the staff to be out of routine and “network” with important stakeholders (suppliers).This workshops attendance should be voluntary to avoid waste

Solution 2: Work Shops for Sharing & Enabling Knowledge for WaveRiders

Works Shop (Outsourcing Program)Education Programme ‘ADAM 3’

Internal ConferenceAnnual Conference ‘Tom-Cat’

Program Program

Effectiveness Effectiveness

•Discussion with Board Member•Case Study from experience•Brain storming with other functions•Review the process•Origanise the new idea to Management

• To Collect the knowledge form Genba•To Share tacit knowledge•To enable knowledge from other points•Team rebuilding•Mind set

•Case study using other real company•Training Programme, based on AI•Linked to University Education Programme

•Inspired by external Knowledge•Positive approaching Style•Academic references

32

Educational Programme Introduced: ADAM 3

MELO3 Series. 4 Risk Management





MELO3 Series. 2Strong Leadership



MELO3 Series. 3Beyond your Imajination

Education Contents, based on Msc. MBE, Uni Warwick

Education Style: Study via Exercises

•Active attitude toward study•Team Building•Have Fun•Well-Discussion•Practical Training

Professional FacultiesYukari Edwards is an engineering designer on A-3 Education Systems. He has a M.A. in Management For Business Excellence from Warwick University and a PhD from the joint graduate program in Communication and Business Management with Harvard and Warwick Universities.


SHARE

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DISTRIBUTE

APPLY

Tuition Fee:1. ADAM Specialist Package (8 weeks)£10,000 (incl. VAT)2. ADAM Basic Package (4 weeks)£8,000 (incl. VAT)3. ADAM Selection (1week)£3.000 (incl. VAT)4. 1 Day ADAM Package (System)£1,000 (incl. VAT)5. 1 Day ADAM Package (Skill-UP)£1,000 (incl. VAT) 33

Internal Conference: TOM-Cat

Main Purpose: Knowledge Transfer via Discussion

Conference Style: Discussion Discussion Discussion

•Discussion Style•Creating Knowledge•Sharing Knowledge•Understanding with each other•Team Building

Professional FacilitatorsTuition Fee:1. TOM-CAT Specialist Package 3Days£10,000 (incl. VAT)2. TOM-CAT Package 2Days£8,000 (incl. VAT)3. TOM-CAT 1Day£3.000 (incl. VAT)



Tacit Knowledge

Explicit Knowledge

Tacit Knowledge

•Share Tacit Knowledge•Combine Tacit & Explicit Knowledge•Internalise Explicit Knowledge•Facilitate Discussion by Professional Facilitator

TOM CAT

TOM & CAT are special Facilitators in the UK. They mainly focus on working with clients for a long term, to facilitate their goals, step by step. Tom is handsome.


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APPLY

34

• Alexander, K. (1996). Facilities management: theory and practice. (S. P.–1. pages, Ed.) Abingdon: Taylor & Francis.• • Annansingh, F., Eaglestone, B., Wakefield,, R., & Baptista Nunes, M. (2006). Knowledge management issues in knowledge-intensive SMEs. Journal of Documentation , 62 (1), 101 – 119.• • Boussabaine, H., & Kirkham, R. (2004, January 28). Whole Life-Cycle Costing: Risk and Risk Responses. 1-243.

• Bhatt, G. (2002). Management strategies for individual knowledge and organizational knowledge. Journal of Knowledge Management, , 6 (1), 31 – 39.• • Davenport, T., & Prusack, L. (1998). Working Knowledge: How Organizations Manage What They Know.• • Drucker , P. (1988, January-February). The Coming of the New Organization. Harvard Business Review , 3.• • Edvinsson , & Malone . (1997). Intellectual capital: Realizing your company's true value by finding its hidden brainpower. p. 211-216.• • Emblemswag, J. (2003). Life-cycle costing:using activity based costing and Monte Carlo methods to manage future costs. (Willey, Ed.) N.J.: Hoboken.• • Enzine @rticles. (2011). Organizational Policies and Procedures - What You Need to Know . Retrieved March 31, 2011, from EzineArticles.com: http://EzineArticles.com/3181771 • • GOOGLE IMAGES. (n.d.). Retrieved March 31, 2011, from http://www.google.co.uk/• • Legard, R., Heather, R., & Christie, I. (1956). Title Cleaner production in industry : integrating business goals and environmental management. (P. S. Institute, Ed.) 0853746192.• • Nonaka , & Takeuch . (1995). he knowledge-creating company: How Japanese companies create the dynamics of innovation. 96-104.• • Panasonic Global. (n.d.). Retrieved April 2011, from http://panasonic.net/csr/employee/fun/lab/index.html#section01 • Saint-German. (2005, July/August ). The Information Management Journal , p.60-66.• • Pollard, D. (2003). The future of knowledge management: discussion paper.• • Tersine, & Tersine, R. (1994). Principles of inventory and materials managment . (P.-H. International, Ed.) 591.• • Wexler, M. (2001). The who, what and why of knowledge mapping. Journal of Knowledge Management , 5 (3), 249 - 264.• • Wenger , E., & Snyder , W. (2000 ). Harvard Business Review .• WMG-MBE Home page. (2011, March). Retrieved March 31, 2011, from http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/courses/mbe-home

References

http://EzineArticles.com/3181771

http://www.google.co.uk/

http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/courses/mbe-home

Any Questions?

38

Thank you very much!!

Let’s talk about your future!

39

A-3 Consultancy Firm, PlcUniversity Road,

Coventry CV4 7AL, UKTel: +44 (0)24 7652 3523Fax: +44 (0)24 7646 1606

VP & Senior Consultant: Edelon MELOSenior Consultant (Strategy): Thomas JOHNSenior Consultant (Operation): Miia ZHANGSenior Consultant (HR): Yaqin ZHUSenior Consultant (Technology): Roy SUPRATEEKBusiness Analysis: Michinori FUJITA

strategic approaches to am & km for waveriders on european excellence model

Documents

efqm akm

efqm relationship

efqm people

efqm criteria of akm

efqm strategic approaches

efqm point of view

leadership s

based solutions