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Knowledge Management

Process and Tools @FORD Motor Company1. Avula Sreevidya

2. R. Bhuvaneswari.3. G. Brindha Sathya

Shravanthy.

4. Devi

5. Balasaranya

6. Cyril Antony Das

7. Deepak.

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KNOWLEDGE MANAGEMENT

WHAT IS KNOWLEDGE

DATA

INFORMATION

KNOWLEDGE

DATA INFORMATION KNOWLEDGE

INTERPRETATION

KNOWLEDGE BARN

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PEOPLE – SOURCE OF KNOWLEDGE

APPRECIATE

SELF ASSESS

PRIORITIZEREACH OUT

CONNECT

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PEOP

LEAPPLICATIO

N

MANAGEMENT

CAPTURE

/ACQUIRE

ORGANIZE

ACCESS/SEARC

HDISSEMI

NATE

USE/DISCOVER

SHARE/ LEARN

CREAT

E

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What is the need for KM?

“All the knowledge in aerospace has left the building”-NASABy 2010, most baby boomers will be eligible for retirement

Between 2000 and 2010, the aged 55 and older workforce willincrease 46%

Key industries see less people in the “pipeline” even thoughtheir veterans are retiring

Private industry predicts 20-30 % retirements over the nextdecade

Public sector estimates range from 40% on up, with 65% of thesenior executives eligible for retirement by 2004

Total cost of replacement (e.g. replacing one middle manager)

requires 247% of current salary and benefits

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RECRUITMENT / RETENTION

KNOWLEDGE APPLICATION /MEASUREMENT

WOR

KFORC

EASS

ESSMENT K

NOW

LEDG

ECAP

TURE/

TRANS

FER

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ACHIEVEMENTS

• FORD FIGO – Indian car of theyear -2011

• North American Truck of theyear - 2011

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FORD (GLOBAL)

• Founded by Henry Ford, and incorporated onJune 16, 1903.

• Ford Motor Company is an American automakerand the world's fourth largest automaker basedon worldwide vehicle sales.

• World headquarters - Dearborn, Michigan.

• 350,000 employees, and operating in more than

200 markets on six continents.

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FORD INDIA PRIVATE

LIMITED• Type Subsidiary

• Industry Automotive

• Founded October 1995 (Mahindra

Ford India Ltd)

• Headquarters Chennai, Tamil Nadu

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• Key people Mr. Michael Boneham, President and MD

•Products Automobiles

• Employees 2,000

• Parent Ford Motor Company

• Website www.india.ford.com

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CURRENT MODELSFord Ikon (Launched 1999) Ford Endeavour (Launched 2004)

Ford Fiesta (Launched 2005) Ford Figo (Launched 2010)

http://en.wikipedia.org/wiki/File:Ford_Figo.jpg

http://en.wikipedia.org/wiki/File:Ikon1cm3.jpg

http://en.wikipedia.org/wiki/File:New_Ford_Endeavour.jpg

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KNOWLEDGE MANAGEMENT

• KM is not about managing the knowledge of people, but rather

enabling people to share their knowledge

• measures how many ideas or approaches are developed in onepart of the company that are then adopted and implemented in

other parts of the company.

• measures how implementation of the ideas and approacheshas paid off on bottom-line outcome measures.

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Best Practice Replication

• "Best practices" or "Lessons Learned"presents the most efficient and effectiveway of accomplishing a task, based on

procedures that have proven themselvesover time. Best practice is also a way of encouraging innovation and improvingbusiness processes within an organization.

• BPR is based on COP.

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BPR Principles

• The process improvement must be proven.

• The process improvement must contribute awell-defined business value.

• The process improvement must be replicable.• There are specific roles and responsibilities.

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2.Review of the submissions:

• CoP gate keeper is notified through notification profile e-mail.

• time based process with default being 7 days to reply and an

automatic reminder 3 days before the expiration of the

collaborative period.

• Changing of status from draft to Approved

•Flag the submission as ‘priority’

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3.Replication:

• Change of status triggers a chronology routine beginning at

midnight each day.

• The fresh Best practices are in queue for replication feedback.

• responsibility of the focal points is to disseminate the knowledge

contained within the best practices

• Decision by them is taken whether to adopt/ not to adopt.

• Appropriate response ‘under investigation’ – 60 days after, the focal

pt is reminded by”nagware”• If ignored, 30 days later the feedback status reverts back to “not

responded to”.

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4.Managing the process:

•Strong culture of process and metrics.

• Activities of CoP are measured.

• Sponsor is also the stakeholder expecting that the community

is effectively improving the process and adding value.

• Other stakeholders- business operations managers who are

continually challenged with tasks for improvement.

• If the activities are not measured &monitored they become

stagnant and shut down.

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Typical Structure of a BPR community

of practice and how it functions and

roles and responsibilities

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Executive sponsor(Periodically followsup on the activitylevel & progress

status)

Gatekeeper for COP(Approves draft

practices forReplication by all

locations)

Focal Point

Location#1(Enters Provenpractice as a

draft practice inBPR)

Focal PointLocation#2

(Providesfeedback ondecision to

adopt/not adoptApprovedpractice)

Focal PointLocation#3

(providesFeedback andecision to

adopt/not adoptapprovedpractice)

ApprovedPractice

Notificationto all Focal

PointsFeedback toBPR

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KM TOOLS

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• The BPR web-based application wasdesigned to support the existingmanual process of sharing process

improvements among vehicleassembly plants

• It consists of 5 phases.

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Phase 1

• From mid 1980’s through 1995

• The e-mail system used was IBM“PROFS”.

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Phase 2

• World wide web began to emerge as aviable business tool

• BPR became one of the first

transactional database applications atFord Motor Company.

• early releases of the oracle databasecombined with the mix of JavaScript,HTML, and Perl code delivered by asun operating system made up theBPR process.

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Phase 3

• By 1999 the no of Cops had grown to 18

• A project was initiated to “rewrite” theBPR application.

•

With the investment of 2100 developmenthours and 600 testing hours delivered arobust product that now included morethan 60 data tables, 66perl programs and

13 Perl modules that drove 70 distinctinput, feedback, and reportscreens.

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Phase 4

• Internal benchmarking

• Stamping business unit

•

Safety derivatives• Environmental reporting system

• Policy deployment

• Nagware• Collaboration tool

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Phase 5

• 2003- consumption management

• Memory is cheap

•

Applied “six sigma” methodologies.

PORTALS

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Km has now focused on these..

•Identification

•Codification

•

Distribution•Replication

are followed as best practises.

This started in the year 1980. later in year 1990’s the started to

used internet and intranet.This is considered a world class km effort, lincensed by shell oil,

kraft foods etc…

PORTALS,KNOWLEDGE-BASED ENGINEERING

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without disclosing proprietary information,

the interface with the CAD system and theknowledge base notifies the engineer in real-time

if a proposed design violates known rules or may

interfere with another system also beingdesigned for the same product.

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1. Support from leadership

2. WIIIFM (“What is in it for me”)

3. What you want?

4. Run the process manually, run pilots, involvethe potential end users and listen to them.

5. Don’t worry about the code.

6. Never force CoP.7. encourage CoP.

8. Let practitioners share their knowledge.

9. Can manage a process and let it happen.

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