KNOWLEDGE MANAGEMENT At FORD MOTORS by Amitesh Singh Yadav - PowerPoint PPT Presentation

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KNOWLEDGE MANAGEMENT At FORD MOTORS by Amitesh Singh Yadav

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Title: KNOWLEDGE MANAGEMENT At FORD MOTORS by Amitesh Singh Yadav


1
Knowledge Management at Ford Motors
  • BY
  • Amitesh SINGH YADAV

2
Agenda
  • Ford Profile, Comments
  • History
  • Ford Motors and KM Activities
  • Principles and Process of BPR
  • Results
  • Strategies
  • Conclusion

3
Ford Profile
  • Ranked 4 by Fortune 500
  • 2012 Revenues -- US134.3 billion
  • 2001 Global Unit Vehicle Sales 7 million
  • 354,000 Employees

4
Overview Comments
  • Ford has many Knowledge Sharing Processes
    Enterprise Portals, Document Repository, GIS,
    e-Books, Best Practice Replication(BPR)
  • Write, Search, and Read access to BPR is limited
    to Ford Employees, with valid ID and who have
    received proper training.
  • Detailed BPR Process is considered confidential
    information.

5
Achieved Vision
  • Robust business process for the collection and
    approval of high value practices that can be
    shared and implemented throughout the enterprise.
  • Establish Collaborative Capabilities and build
    people relationships by sharing valuable
    knowledge.
  • Technology to enable nimble and intuitive
    communication of knowledge.

6
History
  • Jun 95 Informal process of faxing practices
    amongst vehicle operations.
  • Jun 96 Launched BPR across vehicle operations
    53 plants globally.
  • Feb 00 Derivative of process for Health and
    Safety for communicating concerns and incidents.
    Developed and Launched BPR version 2.0
  • Dec 00 Derivative of the process for
    Environmental application.

7
History (Contd.)
  • Feb 01 Adapted process for replicating key
    findings of 6-Sigma projects.
  • Aug 96 Present Launched 53 Communities of
    Practice Product Development, Ford Land, HR,
    Quality, Service, Finance, MPL, Ford Production
    System, Recruiting, Plant IT, Paint, Final Area,
    Body, Machining, Facilities Engineering, Engine
    Design.

8
Ford Motors and KM Activity Overview
  • TRANSFER OF BEST PRACTICES
  • EXPERTISE LOCATOR SYSTEM
  • DECISION SUPPORT SYSTEMS
  • LESSONS LEARNED
  • CONTENT MANAGEMENT
  • AFTER-ACTION REVIEWS

9
  • TRANSFER OF BEST PRACTICES
  • is a push process with defined roles and
    responsibilities.
  • communities share proven practices that have made
    an improvement to a business process, not ideas.
  • practices are shared through picture sheets,
    video clips, and documentation.
  • The key to success was measuring the value of the
    knowledge transfer and the resulting
    replications.

10
  • EXPERTISE LOCATOR SYSTEM
  • Each major organization has lists of experts,
    usually accessible from their home page.
  • Depending on the organization, some do have
    details about the persons experiences and
    expertise.
  • This is especially prevalent in the research and
    product development organizations.
  • The enterprise People Search is a common
    directory of every employee with e-mail access.
  • This directory does describe the job functions.

11
  • DECISION SUPPORT SYSTEMS
  • Each major organization in ford has its own
    derivatives designed to suit their business
    needs.
  • Each are funded and maintained by the respective
    IT support for that organization.
  • Six Sigma includes some refined decision support
    systems as tools to aid Black Belts in analyzing
    data and suggesting where to focus Six Sigma
    efforts.

12
  • LESSONS LEARNED
  • A lessons learned repository was created in 1997
    at Ford with the intent of allowing anyone to
    submit or retrieve a lesson learned.
  • lesson learned was not clearly defined, nor was
    there any governance as to the submissions.
  • The lessons learned database was deactivated in
    2001.
  • Currently, powertrain operations has developed
    expanding a process called the preventive
    corrective action system, where a lesson learned
    is defined as a corrective action that has been
    effectively closed, can be replicated, and is fed
    back into (fords) quality operating systems to
    ensure permanent change.

13
  • CONTENT MANAGEMENT
  • A lack of content is one reason that duplication
    of effort or mistakes happen.
  • At Ford, content management is a well-defined
    process for any documentation that is ultimately
    searchable on its intranet.
  • A strict governance and review process guides
    anyone who needs to post to the central
    repository, or enterprise knowledge base.
  • There is a charge associated with the posting
    that in effect funds the enterprise knowledge
    base content management process.
  • The cost varies with the volume of activity.

14
  • AFTER-ACTION REVIEWS
  • After-Action Reviews are routinely held during
    the course of any major project.
  • For example, the product development function
    uses the Ford product development system with
    milestone at key timing dates.
  • The decision to advance to the next milestone
    requires reflection concerning if the goals have
    been met and what went well or what went wrong.
  • . If necessary, lessons learned during this
    process are brought back into the operating
    system to ensure change.

15
Recent Trends regarding KM
16
Principles
  • Capture only proven, high value practices.
  • The process improvement must contibute a well
    defined business value.
  • The process improvement must be replicable.
  • There are specific roles and responsibilities.

17
Process
  • Identify and submit a new best practice.
  • Review of the submissions.
  • Replication.
  • Managing the process.

18
Selection and Replication of Proven Practices at
Ford
Lessons Learned
FPS
Site Visits
Task
SOURCES OF IDEAS
Dreams Nightmares
CPIPS
8Ds
6-Sigma
IMPLEMENTATION
PROVEN VALUED PRACTICES
BEST PRACTICE REPLICATION PROCESS WITH PRESCRIBED
ROLES RESPONSIBILITIES
APPROVE DISTRIBUTE
LOCAL REVIEW
MANAGEMENT REVIEW OF RESULTS
FEEDBACK
COLLECT
19
Create Capture Knowledge BPR Steps 1-3
  • 1 Draft Practice Focal Point at a Location
    enters Proven Practices into BPR.

2 Review Draft Practice Gatekeeper reviews
Draft Practices for clarity and completeness.
Collaborates with Subject Matter Experts.
3 Approved Practice Gatekeeper approves only
High-Value Proven Practices.
20
Communicate Leverage Knowledge BPR Steps 4-6
  • 4 Automatic email notification of Approved
    Practices to all the Community Focal Points at
    each Location.

5 Practices reviewed by team members at each
location to determine applicability.
6 Adopt/ Not Adopt Decision At each location
Leadership decides priorities of applicable
practices. Copy with Pride
21
Manage and Recognize BPR Steps 7-9
  • 7 Feedback At each location, Focal Point
    provides feedback to the System - adoption
    decision and value of the adoption.

8 Reports Location Summary Report, Community
Summary Report, etc., available to any Ford
Employee.
9 Recognition of both the Best Practice
Creator as well as the Replicator Placards.
22
Results Summary
  • 10,000 replications/yr.
  • 2800 active high value practices have resulted
    in
  • 1.5 Billion of identified value
  • 1 Billion of actual value added to the company
  • Saved more then 600 million in past three
    years.
  • 53 Communities of Practice launched with 2115
    Focal Points.
  • Health Safety and Environmental derivatives of
    the process proactively distribute incidents and
    corrective actions.
  • Patents have been applied for the software and
    process derivatives.
  • Process licensed to Shell Oil, Nabisco, and Kraft
    Foods.

23
Community of Practices
24
KM Portals
  • Enterprise Knowledge Base (EKB) strict
    governance taxonomy
  • Document repository of 1 million documents
  • Prime intent source of information regarding
    the activities in org.
  • Sub- portals
  • Highly customizable

25
TGRW
  • Things gone right/wrong-files.
  • TGR capture information about events that
    facilitate task accomplishment.
  • TGW captures information about events that stand
    in way of task accomplishment.

26
Strategies for Successful Knowledge Sharing at
Ford motors
  • 10 Tell stories, with sufficient details.
  • 9 Establish a process for filtering out
    trivial, low-value practices.
  • Three stages of filtering, Focal Point,
    Administrator, and of course peer pressure if
    the Focal Points in the community start seeing
    low value practices in the system, the originator
    will surely hear about it.

8 If you build it they will not come. Push
the knowledge to users.
27
Strategies for Successful Knowledge Sharing at
Ford motors
  • 7 System must be able to capture the value of
    the practice.

6 Senior Leadership sponsorship is necessary,
but not sufficient.
5 The system must be available to the
grass-roots level.
28
Strategies of Successful Knowledge Sharing at
Ford motors
  • 4 Provide peer-recognition of people who share
    knowledge.

3 Hi-Tech works only if there is Hi-Touch.
2 System must have automatic feedback.
1 Culture of knowledge sharing must exist.
29
Conclusions
  1. Capture Hi-Value, Proven Practices.
  2. Recognize participants
  3. Culture of knowledge sharing
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