evolutionary biology of species and organizations bill.hall personal research three blind men and...
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Personal Research
EVOLUTIONARY BIOLOGY OF SPECIES AND ORGANIZATIONS
http://www.hotkey.net.au/~bill.hall
Three Blind Men and the Elephant: "Does the trunk go on the knee?"
Towards a science of knowledgeWilliam P. Hall (PhD Biol. Harvard 1973)
Work: Head Office / EngineeringTenix DefenceWilliamstown, Vic. 3016http://www.tenix.com/mailto:[email protected]
Research:Evolutionary Biology of Species and Organizationshttp://www.hotkey.net.au/~bill.hall/ mailto:[email protected]
Personal Researchhttp://www.hotkey.net.au/~bill.hall
Review: Where is knowledge management today? (1)
History of biology• Natural History
– Natural philosophy (Plato, Aristotle)– Linneaus (1753-1758), principles of naming – Taxonomic classification and anecdotes
• Science of biology– 1859: Darwin theory of natural selection– 1900: Mendel genetics, cell theory, chromosomes in inheritence– 1930: RA Fisher - Genetical Theory of Natural Selection (1930)– 1937-50: T Dobzhansky, E Mayr; GG Simpson, GL Stebbins -
synthetic theory of evolution– 1955: Prigogine; 1968: Morowitz - dissipative thermodynamics– 1945-1960: Biochemistry, molecular biology, biochemical
genetics• x-ray crystallography, electron microscope, isotopic tracers
– 1953: Watson & Crick structure of DNA– 1975: EO Wilson Sociobiology– 1993: S Kauffman Origins of Order– 2002: SJ Gould Structure of Evolutionary Theory
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Where is knowledge management today? (2)
History of knowledge management• Natural philosophy of knowledge
– Plato and Aristotle– 1934, 1959: Karl Popper's Logic of Scientific Discovery– 1958: Michael Polanyi's Personal Knowledge– 1972: Karl Popper's Objective Knowledge– 1999: Ilkka Niiniluoto's Critical Scientific Realism– Conflicts between realist & constructivist views of knowledge
highlighted/ resolved by Niiniluoto - who is unknown in KM discipline
• Natural History– 1994: Karl Sveiby's PhD Thesis– 1995: Nonaka & Takeuchi
• (towards a) science of knowledge – 1974, 1980: Maturana and Varela's Autopoiesis– 1982: Nelson & Winter Evolutionary Theory of Economic Change
(~1900)– 1995: von Krogh & Roos Organizational Epistemology (~1950)– 2000: Firestone & McElroy (~1960)
However - knowledge is a product of biology and biology should provide the basis for a science of knowledge
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Autopoiesis: Maturana and Varela 1980
Autopoiesis (= self + production) is the emergent condition achieved by a bounded (self-identifying), self-regulating set of processes able to maintain its existence as an autonomous entity in the face of environmental perturbations; i.e., that which qualifies a complex entity as "living".
Recognizing an autopoietic entity (see von Krogh & Roos)• Identifiably bounded (membranes, tags)• Identifiable components within the boundary (complex)• Mechanistic (i.e., metabolism/cybernetic processes)• System boundaries internally determined (self
reference)• System intrinsically produces own components• Self-produced components are necessary and sufficient
to produce the system (autonomy)
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Non-equilibrium thermodynamics + autopoiesis = "life"
Physics of dynamic systems• Prigogine – Nobel Laureate for studies on non-equilibrium
thermodynamics• Morowitz (1968) – Energy Flow in Biology:
– Systems forced to evolve increasingly complex cycles to transport energy/matter from sources to sinks
• Kauffman (1993) – Origins of Order:– "autocatalytic sets" – "organization for free"
Autopoiesis• Quest to define the property of life
– Maturana and Varela (1980) – Autopoiesis & Cognition – left time out of the equation
– Basis for radical constructivism confuses the issue for realists
• Hugo Urrestarazu (2004) On boundaries of autopoietic systems
William Hall (2005) – Biological nature of knowledge in the learning organization• Pulling the threads together
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Karl Popper's 3 worlds ontology
EnergyThermodynamics
PhysicsChemistry
Biochemistry
Cyberneticself-regulation
CognitionConsciousness
HeredityExpressed languageRecorded thoughtComputer memoryLogical artifacts
Reproduction/Production
Development/Recall
Drive/Enab
le
Reg
ulate/Control In
ferr
ed lo
gic
Des
crib
e/Pr
edic
t
TestObserve
Existence/RealityWorld 1
World 2
World of mental orpsychological states and processes, subjective experiences
Emerges from world 1processes.
Organismic/personalknowledge in world 2 emerges from world 1processes
Polanyi's epistemology of personal knowledge encompassed within Popper's World 2
World 3
The world ofobjective knowledge
Produced /evaluated byworld 2processes
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Karl Popper's "tetradic schema", "evolutionary theory of knowledge" or "general theory of evolution"
Pn a real-world problem faced by an entity
TS a tentative solution/theory.Tentative solutions are varied through iteration
EE a process of error elimination
Pn+1 changed problem as faced from by an entity incorporating a surviving solution
The whole process is iterated
TS1
TS2
•••••
TSm
Pn Pn+1EE
TS1
TS2
•••••
TSm
Pn Pn+1EE
TS1
TS2
•••••
TSm
Pn Pn+1EE
Knowledge is embodied in autopoietic systems TSs may be embodied in W2 in the individual entity, or TSs may be expressed in words as a hypothesis in W3, subject to
objective criticism Objective expression and criticism lets our theories die in our stead Through cyclic iteration, tested solutions can approach reality
iteration
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John Boyd's OODA Loop process wins conflicts
Achieving strategic power depends critically on learning more, better and faster, and reducing decision cycle times compared to competitors. See http://www.belisarius.com.
AO
OBSERVE
(Results of Test)
OBSERVATION
PARADIGMEXTERNAL
INFORMATION
CHANGING CIRCUMSTANC
ES
UNFOLDING ENVIRONMENTAL
RESULTS OF ACTIONS
ORIENT
D
DECIDE
(Hypothesis)
O
CULTURE PARADIGM
S PROCESSES
DNA GENETIC
HERITAGE
MEMORY OF HISTORY
INPUTANALYSIS SYNTHESI
S
ACT
(Test)
GUIDANCE AND CONTROL
PARADIGM
UNFOLDING INTERACTION
WITH EXTERNAL
ENVIRONMENT
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Some OODA definitions from John Boyd
Generic process for any complex adaptive entity• Observation assembles data about the world (including the
entity's own effects and those of its competitors on that world). Data is given context relating to interactions with the world.
• Orientation processes information from those observations into semantically linked knowledge to form a world view comprised of – recent observations, – memories of prior experience (which may be explicit, implicit or even
tacit), – genetic heritage (i.e., "natural talent"), – cultural traditions (i.e., paradigms), and – analysis (destruction) of the existing world view, and synthesis
(creation) of a revised world view including possibilities for action.
This generates intelligence (in a military sense).• Decision selects amongst possible actions generated by the
orientation, action(s) to try. Choice is governed and informed by – wisdom based on experience gained from previous OODA cycles, and– the synthesis (creation) of new possibilities to try.
• Action puts tests decisions against the world. The loop begins to repeat as the entity observes the results of its action.
Personal Researchhttp://www.hotkey.net.au/~bill.hall
Popper's General Theory of Evolution + John Boyd
With John Boyd's insights made explicit
TS1
TS2
•••••
TSm
Pn Pn+1AOn EE
O = Observation of the world
A = Application or "Action" on the world
This is what Popper's General Theory of Evolution looks like for an entity that does not codify its knowledge, i.e., where there is only dispositional or "subjective" knowledge not subject to linguistic criticism.
Note: Action precedes error elimination. Entities acting on erroneous knowledge fail and are
eliminated
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Knowledge growth through self-criticism (Popper)
W1 World 1 - Everything
TT Tentativetheories
W2 World 2 - dispositionalknowledge. Tentativetheories are first imagined in W2
W3 World 3 - linguistically expressed, persistent and codified knowledge that can be semantically understood
Self-Criticism - the process by which objectively expressed tentative theories can be falsified and eliminated
Objective expression and criticism lets our erroneous theories die in our stead
Self-Criticism
TS1
TS2
•••••
TSm
W2
Pn Pn+1AOn EE
TT1
TT2
•••••
TTm
W3
ORIENTATION
D
Personal Researchhttp://www.hotkey.net.au/~bill.hall
First take on what knowledge is
Popper's World 1 encompasses everything - it is the dynamic reality that exists independently of observation, knowing and knowledge
Observation, meaning and knowledge dynamically emerge from W2 as consequences of universal laws governing physical processes in W1 as these processes impact living entities with an autonomous history able to distinguish themselves from the rest of the world • Observation is a dynamic change propagated within the
autopoietic system resulting from an interaction with the world
• Meaning is a consequence of the observation induced change in the constitution of the autopoietic system
• Knowledge (in one sense) is the persistent effect of a history observation and meaning as represented in successfully surviving autopoietic systems, i.e., solutions to problems
There is an epistemic cut between phenomena of W1 and the knowledge of the phenomena as represented in the living system (Howard Pattee, 1995).
Personal Research
EVOLUTIONARY BIOLOGY OF SPECIES AND ORGANIZATIONS
http://www.hotkey.net.au/~bill.hall
Where I am now:
Knowledge is a product of complex organised systems
Personal Researchhttp://www.hotkey.net.au/~bill.hall
Tendencies towards the paradigm of the autopoietic organization
Karl Deutsch (1963): The Nerves of Government Stafford Beer (1972/1981): Brain of the Firm Nelson & Winter (1982): Evolutionary Theory of Economic
Change• Organizational knowledge transcends knowledge of individual
members to form organizational heredity acting to maintain the existence and behaviour of the organization (i.e., self-production).
• N&W assumed much of this transcendent knowledge was tacit (after Polanyi)– physical layout– routines– contexts– connections
• Accepted but did not stress objective forms of knowledge von Krogh and Roos (1995) Organizational Epistemology Magalhaes (1999) PhD Thesis: The organizational
implementation of information systems - towards a new theory.
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Are organisations really autopoietic?
Self-identifiably bounded• Members tagged with ID badges, membership cards, etc.
Identifiable components within the boundary• Members are individually unique, recognise one another as
members; also machines, property, bank accounts, etc.
Mechanistic• Rewards & benefits to belong, processes, routines,
procedures
System boundaries internally determined• Rules of association, voluntary allegiance to organisational
rules
System intrinsically produces own components• Recruitment, induction, training, HR, etc.
Self-produced components are necessary and sufficient to produce the system• Organisation outlives the association of particular individuals
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Complexity theory: Hierarchically complex dissipative systems and the focal level
HIGH LEVEL SYSTEM / ENVIRONMENT
SYSTEMSYSTEM SYSTEM
SUBSYSTEMS
boundaryconditions,
constraints,
regulations
FOCAL LEVEL
Possibilities
initiatingconditions
universallaws
"material -causes"
Emergentproperties
• Synthesis cannot predict higher level properties
• Bbehaviour isuncomputable
• Boundary conditions & constraints select
• Analysis can explain
• Stanley Salthe (1993) Development and Evolution: Complexity and Change in Biology
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Organisations (and other living things) are complex dissipative systems emerging from the medium
They consume environmental resources that are limited Resources People Income
Sinks for entropically degraded materials/devaluedenergy Competition limits survival
Some concepts building on autopoiesis theory and Karl Popper's theory of knowledge
WORLD 1 ("everything")
Medium or supersystem
ResourcesPeopleEconomicsInformationConstraints
{Organisation 1
Organisation 3
Organisation 2
Organisation 4
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The organisation is a complex system in the environment
Processes (which may be complex subsystems that are autopoietic in their own rights) are necessary responses to imperatives:• Survival• Self-maintenance of the processes themselves
Constraints and boundaries(laws of nature determine what is possible)
ProcessesProcesses
The organisation's imperatives and goals
Energy (exergy)
Recruitment
Materials
Income
Observations
Entropy/Waste
Products
Departures
Expenses
Actions
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Material RealityWORLD 1
AUTOPOIETICSYSTEM
EmbodiedcyberneticknowledgeWORLD 2
Constrain/C
ontrol
Observe/M
easure
Recall
ITERATION/SELECTIONTHROUGH TIME
ProduceSymbolically
encodedknowledge/
memoryWORLD 3
Knowledge in an autopoietic entity
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Dis-integration
Integration
Tentative solutions
Stable solutions
Selected solutions
Turbulence
Coalescence / Emergence
Dispositional autopoiesis
Stabilised autopoiesis
Semiotic autopoiesis
†
†
†
Knowledge sharing
Sharedsolutions
†Criticised solutions
Evolutionary Stage
Knowledge: a phenomenon of emergent and evolving autopoiesis
The nature and growth of autopoietic knowledgeTurbulent flow from available energy (exergy) sources to entropy sinks forces conducting systems to organise (state of decreased entropy) - Prigogine, Morowitz, Kay and Schneider, Kauffman)Coalescent systems have no past. Self-regulatory/self-productive (autocatalytic) activities that persist for a time before disintegrating produce components whose individual histories "precondition" them to form autopoietic systems. Each emerged autopoietic system represents a tentative solution to problems of life. Those that dis-integrate lose their histories (heredity/knowledge).Stable systems are those whose tentative solutions enable them to persist indefinitely. Competition among such systems for resources is inevitable. Survivors thus perpetuate historically successful solutions into their self-produced structure to form dispositional or tacit knowledge (W2). Those that fail to solve new problems dis-integrate and lose their histories.Replication, transcription and translation. With semantic coding and decoding, knowledge can be preserved and replicated in physiologically inert forms for recall only when relevant to a particular problem of life. Objective knowledge may be shared across space and through time. - Howard Pattee (1965-2000) series of papers; Luis Rocha (1995-) series of papers.
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...
.
.. ..
..
...
.. ..
..
Emergent autopoietic vortexes forming world 2 and world 3 in a flux of exergy to entropy
.....
..
.
.. ..
..
.
..
.
.. ..
..
Flux along the focal level
Exergysource
Entropysink
Symbolic knowledge
Embodied knowledge
Au
ton
om
y
Autocatalytic metabolism
Material
cycles
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Cognition (terms are meaningful in relation to autopoietic or artificially intelligent systems)
Observation: Initial change induced within the autopoietic system by a perturbation
Classification (/ decision): Process by which an induced change results in the system settling into one of alternative attractor basins on a landscape of potential gradients
Meaning: The net result in the system due to the initial propagation and classification of an observation
Coombe's Hierarchy• Data: The atomic level of meaning• Information (first level of synthesis): Classified observations
assembled into relationship structures• Knowledge (second level of synthesis): Semantically identified
and linked information• Intelligence (third level of synthesis): Tentative theory(ies)
about the world based on knowledge• Wisdom (fourth level of synthesis): Solutions after the
elimination of errors through testing theories against the world• Strategic power (the result): Wisdom applied to control the
world
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Coombe's hierarchy in the autopoietic entity
Environment
Autopoietic systemCell
Multicellular organismSocial organisation
State
Perturbations
Observations(data)
Classification
Meaning
An "attractor basin"
Related information
Memory of historySemantic processing to form knowledge
Predict, proposeIntelligence
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Another view
Decision
Medium/Environment Autopoietic system
World State 1
Perturbation Transduction
Observation MemoryClassification
Evaluation
Synthesis
Processing Paradigm
AssembleResponse
Internal changes
Effect action
Effect
Time
World State 2
Iterate
Conscious OODA Loop in Material Terms
Codified knowledge
Observed internal changes
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EVOLUTIONARY BIOLOGY OF SPECIES AND ORGANIZATIONS
http://www.hotkey.net.au/~bill.hall
PRACTICAL RESEARCH IN PROGRESS
Peop
le
Pro
cess
Infra
stru
ctu
re
Organizational knowledge
Leave one of the legs off, and the stool will
fall over
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KM: Managing People, Process, Infrastructure
ORIENTATION PROCESSES
PEOPLE
CULTURE & PARADIGMS
INFRASTRUCTURE
“CORPORATE MEMORY”
INPUT
ANALYSIS SYNTHESIS
PEOPLEPEOPLE
GENETIC HERITAGE
DATA CONTENTLINKS
RELATIONSANNOTATIONS
OBSERVE DECIDE, ACT
DOCS RECORDS
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EVOLUTIONARY BIOLOGY OF SPECIES AND ORGANIZATIONS
http://www.hotkey.net.au/~bill.hall
People: (work in progress)
Team Expertise Access Mapping to Facilitate Community of Practice Emergence
with:
Susu NousalaAerospace, Mechanical and Manufacturing Engineering
RMIT University
Bill KilpatrickMarine Division
Tenix Defence
Aaron MilesMarine Division
Tenix Defence
Information Sciences and Technology
Massey University
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Team Expertise Knowledge Mapping (TEAM)
Knowledge pertinent to organizational survival may exist in world 2 and world 3 in a variety of forms. • Knowledge held individually by people belonging to the
organization
• Tacit organizational routines belonging to internal communities (i.e., CoPs) that may be autopoietic in their own rights
• Physical layout (Nelson and Winter 1982)
• Corporate documentation
To respond rationally to imperatives and perturbations• Identify, access, assemble and use relevant knowledge
• Organizational resources and time available to do it are limited
• Effective organizational response is bounded by these limitations
Best decision the organization can strive for ('bounded rationality' is 'just good enough', or 'satisficing' rather than optimizing (Simon 1955, 1957; Arrow 1974)
TEAM study focuses on individual knowledge
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The organization may know less than its members
Organizational knowledge is more than the sum of the knowledge of the organization's individual members, but people with their individual knowledge count
People have lives outside their local organizational circumstances ('boundaryless careers') Arthur 1994)
People know a lot the organization doesn't• Tacit (Polanyi 1958, 1966) skills and understandings that
cannot readily be expressed in words;
• Implicit knowledge the person can articulate and which could readily be shared if anyone knew to ask for it (Snowden 2000, 2002)
• Explicit documents and other tangible resources the individual may know about but that are not generally known about in the organization.
Social cooperation coordinates individual knowledge for organizational purposes
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Individual knowledge in the organization
Important difference• individual knowledge (in any form), known only by a person
• organizational knowledge is (socially) available and accessible to those who can apply it for organizational needs
• Even where explicit knowledge exists, individual knowledge may be required to access it within a useful response time.
Individual knowledge addresses questions like:• who has the tacit capabilities and experience to perform a task
• what knowledge is needed
• where explicit knowledge may be found
• why the knowledge is important or why it was created
• when the knowledge was or may be needed
• how to apply the knowledge. To improve organizational OODA performance a way is
needed to rapidly find and coordinate people who have appropriate individual knowledge but don't know the problem exists.
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Knowledge mapping
Codification of knowledge vs pointing• Snowden's paradoxes
– know more than we can say
– say more than we can write
– knowledge will be volunteered but cannot be conscripted
• Availability of the knowledge is more important than its form Mind mapping was originally a brainstorming tool to help
codify• Offers flexibility
• Substantial textual annotation capabilities
• Linking Used to facilitate social coordination of individual
knowledge• Socialization in the interview process
– People happy to share career successes and war stories
• Socialization in the search and retrieve process– Experts introduced as people with rich stores of experience
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First use: as a contact list (Tom Le Grice)
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Drill down
Click twig on map:• Application
• Status
• Contact name and link
Click contact link:• Position
• Physical address
• Contact modes and details
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Second use: types of knowledge (TEAM Project)
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Second layer
3rd Layer Snippet from
narrative
Importance
Cost control is really required from the start of a project right to the last day. It is crucial to making a profit. You may tender based on not making a profit or even making a loss, but only cost control will increase the chances of making a profit or minimise the loss. Forecasting will tell you how you are going to go in the future and whether we need to make any changes.
4th Layer
The complete interview as organized into the common structure
Personal Research
EVOLUTIONARY BIOLOGY OF SPECIES AND ORGANIZATIONS
http://www.hotkey.net.au/~bill.hall
Process: (Work in Progress)
Knowledge Based Improvement of Business Processes
Peter Dalmaris
Faculty of Information Technology
University of Technology Sydney
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Knowledge Based Improvement of Business Processes
Developed in a framework of Popperian epistemology• three worlds• evolutionary theory of knowledge
An "organizational learning" methodP
erfo
rman
ce E
valu
atio
nP
erfo
rman
ce A
naly
sis
Pro
cess
Mod
ellin
gIm
prov
emen
t Syn
thes
is
Pro
cess
Aud
iting
IMPROVEMENT METHODOLOGY
PROCESS ONTOLOGY
EPISTEMOLOGY Fundamental assumptions about knowledge
Explicit specification of the concept of “Business Process”
A guide to the improvement process
Improvement methodology components
TOOLSAuditing and analysis tools facilitate process improvement tasks
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Evolutionary improvement of the methodology
Evolutionary improvement of the methodology• Problem formulation
• Reaching the solution
Literature Review
Case 1
Case 2
Case 3
Error reduction
Problem Re-Formulation
Tentative Theory Re-formulation
Tentative Theory
Formulation(Framework)
Problem Formulation
Testing and Error Detection
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The current state of the methodology
Knowledge Tools
Knowledge Paths
Knowledge Transactions
Identify potential improvement areas¦(desired process
performance)
Process Members
Environment: constraints, policies, targets
Audit:Probing, current state of the process (AS IS)
Audit method shown in Figure 3
Design:Result (AS COULD)
Analysis:Improvement
improvement configuration of process
classes
FunctionsKnowledge Containers
Knowledge Objects
Knowledge Transformations
Observe• Establish business
ontology
• 'As is'audit
Orient• Map, analyze, synthesize
Decide• Present 'as could'
Implement
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EVOLUTIONARY BIOLOGY OF SPECIES AND ORGANIZATIONS
http://www.hotkey.net.au/~bill.hall
Infrastructure: (work in progress)
Fleet/Product Lifecycle Knowledge Management
William P. Hall
Head Office / Engineering
Tenix Defence
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Organizational imperatives for the operators
Needs to use the capabilities provided engineered product(s) to competitively maintain or improve its strategic position in the world. • Product must supportable, maintainable, available and
effectively useable by its operators to provide superior capabilities when required at an economically feasible cost and lifespan.
• In the case of defence organizations, the product's capabilities may be tested in direct military confrontation with an opponent's comparable products.
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Major issues for the product's operators
Adequate performance on all issues depends on the quality of authoring, management and transfer of technical knowledge from supplier to operators and maintainers
Capability when it is needed• Reliably does what it is supposed to
• Available for service when needed
• Maintainable - problems can be fixed when they arise
• Supportable - critical needs available in supply chain
• Operable within limits of human knowledge & capacity
Health, safety and operational knowledge issues• Heavy/complex engineered products can kill!
Life-cycle cost• Minimise acquisition cost
• Minimise costs for documentation, support & maintenance
• Implement "lean maintenance" philosophy
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Organizational imperatives for the supplier
The engineering and project management organization seeks to maintain or improve its strategic position in the world• markets its ability in a competitive marketplace to
design, engineer, produce and document the products that will satisfy its clients' needs.
Organizations able to successfully bid and complete the product development and production activities faster, better and less expensively than their competitors should gain strategic power in their markets. • In most cases the success factors are mutually
contradictory, as will be graphically demonstrated below.
• Considerable care must be taken to optimise the contradictory factors in a way that reflects commercial reality.
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Major quality issues in delivering product/system support knowledge
Client's delivery goals for operational/maintenance docs• Correct
– Correct information
– Consistent across the fleet
• Applicable/Effective– Applicable to the configuration of the individual ship/vehicle
– Effective for the point in time re engineering changes, etc.
• Available– To who needs it, when and where it is needed
• Useable– Readily understandable by humans
– Readily managed & processed in computer systems
Supplier's knowledge production and usage goals• Fast
• High quality
• Low cost
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But.............
Common NATO wisdom is that 5-9% of fatal accidents in military trace to documentation errors• I can't confirm this from an authoritative source
RAN supply ship Westralia• HMAS Westralia Tragedy Board of Inquiry 1998
• WA Coroner's Report 2003
• Broken high pressure fuel hose caused engine room fire
• Published configuration change procedures not followed
• Four died, ship disabled for four years
ESSO Longford Gas Plant• Longford Royal Commission 1999
• Hot oil supply lost, gas separator froze, became brittle, broke and caused explosion when hot oil supply returned
• Appropriate documentation did not exist/was not available to plant operators
• Two died, Victorian gas supply interrupted for three weeks causing $ 1 BN disruption to business
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CrossbowValidates and integratesdata across 15 legacysystems
TeraTextContent management limited to maintenance procedures only
AMPSNavy'smaintmgmt
CSARSProvides correctivefeedback from AMPSinto supplier's knowledge developmentactivities
DESIGN / ENGPRODUCT DATAMANAGEMENT•Product Model•CAD / Drawing
Mgmt• Config Mgmt• Eng Change• Workflow
Process Control
• Doco Revision& Release
DOCO CONTENTMANAGEMENT
DOCUMENTAUTHORING
LSARDATABASE
LOGISTICANALYSIS
TOOLS(prime)
PRODUCT CONFIGMANAGEMENT•Product Model•Drawing Mgmt• Config Mgmt•Change Request• Workflow
Process Control
• Doco Revision& Release
MAINTENANCEMANAGEMENT• Schedule• Resource Reqs• Procedures• Completion• Downtime•Resource Usage
RECORDINGREPORTINGANALYSIS
TOOLS(prime)
MRPSYSTEM• Plan• Fabricate• Assemble
SUPPLY SYSTEM
change request
config change
doco change
ECO
change effected
docochangeorder
releaseddocochange
config changes
EC /docochangerequest
maintenancehistory
docoserver
Analysis &optimisation
orders receipts
change task
doco change
shared systems?
data change
& Release
Tenix/Navy architecture developed in Melbourne for managing ANZAC Ship support knowledge
UPDATEMAINT DATA /
PROCEDURE
UPDATE
CONFIG
Navy Systems
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CONTRACT
S
TECHNICAL
MAINTENANCE PLANS
SUPPLIER SOURCE
DOCUMENTS
SAFETY CORRESPONDENC
E
ENGINEERING
CHANGES
AUDIT AND LOGISTICS ANALYSIS
ASSET MANAGEMENT& PLANNING SYSTEM
AMPS
TECH AUTHOR
MAINT. ENGINEER
COMPLETION
REPORT
CLIENT MASTER
DATA FILES
ILS DB / LSAR DB• Line item
details• Config details• Eng. Changes
SHIP
SPECIFIC CONFIGUREDMAINTENANCE ROUTINES
CLASS SYSTEM ANALYSIS AND REPORTING SOFTWAREMAINTENANCE AUDIT FUNCTION
MAINTAINER COMPLETINGMAINTENANCE ACTION
TERATEXT DB
ASPMISTRANSFER
CSARS
SHIP
SPECIFIC CONFIGUREDMAINTENANCE ROUTINES
SHIP
SPECIFIC CONFIGUREDMAINTENANCE ROUTINES
The full fleet knowledge management environment