knowledge transfer january 2017 - mfrall.com...a copy of today’s presentation will be available in...

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Manufacturers Alliance SeminarMaking Knowledge Transfer Work

Hear how your peers are uncovering and sharing informal knowledge. Don’t wait for the exit!

Welcome

Kirby Sneen, Vice President

Manufacturers Alliance

Please silence your phones during the presentations and discussion.

A copy of today’s presentation willbe available in our Event Archive.

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Thank you to our host

Thank you to our sponsor

A Member of Minnesota State, an Equal Opportunity Employer and Educator. This workforce solution was funded by a grant awarded by the U.S. Department of Labor's Employment and Training Administration.

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Thank you members

Member Companies may send up to five employees to Educational Seminars and Webinars at no cost.

Atlas Manufacturing BoschBoulder Creek Stone Products Braun IntertecCaltronics Design and Assy Cell Culture CompanyDynamic Sealing Technologies Electric Machinery CompanyFAST Global Solutions Life Health LLCMedivators Metal Craft Machine and Eng.MTS Systems Corp Nonin MedicalNystrom Inc. Olsen Tool and PlasticsStarkey Hearing Technologies Talon InnovationsThermoFisher Scientific Thomson ReutersTru Vue Inc. Turck Inc.UMC Inc. Unison Comfort TechnologiesUS Distilled Products Vista Outdoor

Employment Resources

2017 Wage Survey for ManufacturersParticipation open until February 3, 175+ positions included

207 participants in 2016

Job Postings & Resume Listings Skilled, Technical, and Management positions, 300+ views per day

Legal HotlineMember companies have access to professional advice on

employment law and labor related concerns

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Member Communications

Linkedin Groupwww.linkedin.com

Manufacturers Alliance Blogmfrall.wordpress.com

Twitter @ManufAlliancetwitter.com/ManufAlliance

Moderator

Kathy HagenK.L. Hagen & Associates

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MTS Systems Corporation

Richard RittmasterLeaning and Development Manager

Making Knowledge Transfer WorkRick Rittmaster

Learning & Development Manager1.12.17

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Page 11MTS CONFIDENTIAL H R

Introduction

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Some Context

» Global engineering organization, based out of Eden Prairie

» Tenure divide: half of employees have 15+ years, half have less than five

» Experts reaching age of 65, and in some cases we are one-deep in these areas

» Rick Rittmaster, Learning & Development Manager» New to role: started in April, 2016» Initial research: many starts and stops around

knowledge management

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The Two Paths To Knowledge Transfer

Established

» Tried methods» Defined process» Controlled outcomes

Emerging

» Developing methods» Organic process» Uncontrolled outcomes

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Established

Emerging

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Tacit, Explicit Knowledge

» Tacit Knowledge: skills, ideas and experiences that people have in their minds and are, therefore, difficult to access because it is often not codified and may not necessarily be easily expressed. With Tacit Knowledge, people are not often aware of the knowledge they possess or how it can be valuable to others.

“We know more than we can tell”, Michael Polanyi

» Explicit Knowledge: knowledge that can be readily articulated, codified, accessed and verbalized. It can be easily transmitted to others.

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Knowledge Transfer - Established

» The Advantages of Established Methods– Most efficient at uncovering tacit knowledge– Excellent at capturing specific, highly desirable information– High level of control on outcomes

» When Established Methods Are Best Applied– There is a specific set of insights you want to capture– There is a specific expert you want to document– At levels of senior leadership

» Cool Examples– Interview-An-Expert (experts love to tell stories, and often these stories

are great at packaging tacit knowledge in powerful ways)– Learning Summits, put on by the experts– Mentoring Relationships

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Knowledge Transfer - Emerging

https://www.youtube.com/watch?v=TchBgKz6OsQ

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Knowledge Transfer - Emerging

» The Advantages of Emerging Methods– Minimizing the space between question and answer– Capturing information that is both broad and relevant– Builds toward a culture of continuous learning

» When Emerging Methods Are Best Applied– Your organization needs to empower individual contributors to make

more decisions– The speed of accessing information is critical– It is assumed that building of tacit knowledge is the duty of the

individual, not the expert/organization

» Cool Examples– Slack– Stack Overflow– YouTube/Vimeo

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Established

Emerging

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Where to start?

» What information provides the largest benefit?– Tacit/deep smarts, point-in-time information

» How fast do people need this information?– Immediately/just-in-time, in the future/as a reference

» How tech savvy is my workforce?– Low, Medium, High

» What is the physical distance between employees (who will use this information)?– In the same building, in the same state, all over the world?

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Being able to find out is more important than knowing.

G&K Services (CINTAS)

Stephanie LindorffKnowledge Manager

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Confidential Property of G&K Services, Inc.

Enhancing Image & Safety Through Innovation

Making Knowledge Work

Stephanie LindorffCertified Knowledge Manager


About G&K

• 1902 – Gross and Kronicks brothers combine their dye/laundry businesses as G&K Services

• Public company in 1969

• Expanded throughout the regionin the 1970s

• Online in 1996 with GKDirect

• Continuously improving technology to ensure accurate and timely deliveries/billing

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About G&K (cont)

• By 90s, had spread across the country and into Canada

• Premier provider of branded uniforms and facility products

• 2014 - moved in healthcare

• Awards for good water practices and named a “Best Employers in Canada” for eleven consecutive years

• 2016 – acquired by Cintas


My Background

• Multiple roles in IT

• Certifications – Knowledge Manager– Lean Six Sigma – ITIL Foundations

• Remedy, Confluence/Jira, SharePoint, ServiceNow

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Why do we care?

Losing a key employee that has vital company information can result in a 20% to 35% loss in productivity in the form of reduced sales, diminished customer service, and additional stress on the remaining work force.

Nov 2014, Compendium


Specific benefits of knowledge

• Solve faster– 50–60% improved time to resolution– 30–50% increase in first contact resolution (FCR)– stop re-inventing the wheel– send Self Help from Incidents

• Onboard staff faster– 70% improved time to proficiency– 20–40% improvement in employee satisfaction– make it easy & obvious to do the right thing

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Capturing knowledge is challenging!

Facts without organization. “raw”

Inferences based on data. Analysis

Mix of information, experience. Subjective

“Know How” vs “Know Why” or Explicit vs Tacit


Best way to capture tacit knowledge

• Integral part of doing the work

• Tidbits, not treatises

• Capture from– Support process– Change Management– Projects

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Here’s your “shared” knowledge….


What makes knowledge valuable?

Some seekers search, others drill down through taxonomy

Consistent look-n-feel, audience-specific voice

Users will quickly lose faith in stale knowledge

You can deliver everything else but still fail without a plan for the knowledge to be used

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Knowledge Best Practices

• Findability – Feedback from diverse users

• Usability – Styleguides and templates

• Updated – Content owners, Automated annual reviews, Feedback

• Used – corporate culture of shared use and ownership, use metrics

• Knowledge Manager is every team’s partner


Continuous Cycle of Improvement

• Identify your objectives

• Capture baselines

• Measure!

• Tweak

• Repeat

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Measuring is tricky

Number of Articlesis a

meaningless metric


What is Meaningful?

• Change the dialogue for “Success”

– Use of knowledge

– Projects that include a knowledge stage/gate

• Ultimately all about Process Improvement

• No single definition - varies by team

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Summary

• We don’t know what we know• Interviews/”downloads” don’t work• Knowledge needs to be built day to day• Diverse users have to be able to find it in diverse ways• Once you have it, knowledge must be maintained• The right metrics are a critical component


Thank you!

Stephanie Lindorff

612-718-7414

[email protected]

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Networking Break

Medtronic

Kellie GallagherCVG Director of Quality Systems and

Internal Inspection

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MEDTRONIC’S JOURNEY FROM THE UNKNOWN TO THE KNOWN

Kellie Gallagher

Cardiac & Vascular Group Director of Quality Management SystemsJanuary 12, 2017

“To alleviate pain, restore health and

extend life”

LESSONS LIVED

Tacit Knowledge(unwritten)

Explicit Knowledge(Written)

MEDTRONIC’S NEED FOR KNOWLEDGE MANAGEMENT

Organization of experts

Broaden the knowledge base around specific areas of expertise

Effectively utilize expert’s time

Improve/sustain reliability in our products (Quality)

To retain/apply contextual knowledge of the past will enable better decisions and decrease possibility of redundant errors

Many reaching retirement

Need to expedite on-boarding of new people

Increase productivity

“We are an organization of experts and we need to become an expert organization” Rick McVenes (Sr Director CRHF R & D & Bakken Fellow)

“To become a world class learning organization”

LESSONS LIVED

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PRODUCTIVITY CRISIS

Time Spent at Work

Percent of time spent SUCCESSFULLYseeking information

Percent of time spent UNSUCCESSFULLY seeking information

WORK

AdminSuccessfully seeking information

Unsuccessfully seeking

information !

Braintrust 2004

LESSONS LIVED

HOW KM CAN IMPROVE PRODUCTIVITY

EFFECTIVE Knowledge Mgmtdramatically increases the time you have to do WORK.

It allows more time:

• to spend on creative and innovative thinking

• for reflection and deep thinking

It ultimately improves the qualityof work when all the information needed has been obtained.

WORK

Admin Successfully seeking information

Braintrust 2004

Time Spent at Work

LESSONS LIVED

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KNOWLEDGE LOSS HAPPENS

All organizations lose good people. Whether through layoffs, attrition or retirement, they all must deal with the fact that even their most knowledgeable employees will someday leave.

Although this is a sensitive issue, organizations must have a plan to retain this knowledge.

Source: American Productivity and Quality Center (APQC)

Medtronic Perspective: It is estimated that about 80% of the knowledge within

Medtronic is Tacit Knowledge (Not documented)

LESSONS LIVED

Explicit Knowledge (Data-20%)

Tacit Knowledge (80%)

•Competitive Advantage•Speed•Reliability•Customer Satisfaction•Master Data

•Less Redundant Errors•Less Rework•All Learning from the best•Increase collaboration and Innovation

Shared Experience + Data

Functions BUs Geography Other

EKG (Earl’s Knowledge Garage)

Vision for Knowledge Management

LESSONS LIVED

One Medtronic

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WHERE WE STARTED

Phase 1: Managing Tacit Knowledge Develop and implement repeatable tacit knowledge transfer

processes Deeply held experiential knowledge

Phase 2: Manage Explicit Knowledge Development of an Enterprise Search Tool to connect people to

the explicit dataEKG: Earl’s Knowledge Garage

LESSONS LIVED

DID YOU KNOW…

Number 1 reason why knowledge management fails in companies is because they start with technology first

Based on 13 companies who had been practicing Knowledge Management for more than a decade

Don Cohen: “What Have We Learned About Knowledge Management”

LESSONS LIVED

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MEDTRONIC KNOWLEDGE MANAGEMENT JOURNEY

2005-6 2007 2008 2009

Define Business Problem(Tacit vs explicit)

Research "HOW" to approach problem(APQC, Braintrust, TCKMF, Savvy Consortium)

Solution proposal(Knowledge transfer process first, technology second)

KM Strategy Team Formed

Building awareness

Developed repeatable process

KM pilot for knowledge transfer

Develop KM processes

1st Knowledge transfer workshop

(Left Heart Leads)

1st Case Study: 5044 Lead

Other KM Processes

KM Best Practice Website

TDS KM Website

Search Vendor Assessment

2nd & 3rd

Knowledge Transfer Workshops(Del Systems & High Power Leads)

Job Transition Process

First Topical Knowledge Transfer (CRT Response)

Lessons Learned Process

NPD Knowledge Transfer Process

Search Vendor Selection & POC

Implement NPD Knowledge Transfer Process

Build library of Case studies

Lead Tests

Facility Closure Project(SQDM)

Search Tool Implementation

Developing culture around metadata

Medtronic: Executive(s) Retirement Knowledge Transfer

Corporate Ventures: Merger and Acquisition Knowledge Transfer Playbook

AF Solutions: Expert Knowledge Transfer of key principles

CRHF R & D: Lead standards and Decision matrix

CVG Quality:

Quality Management Systems Knowledge Hub

Inspection KM Hub (Near misses, Auditor Hot Buttons etc..)

Onboarding process refined for Quality

Defensibility tools

Medtronic Quality

Inspection Knowledge Management Process (Major findings and 483’s)

CRHF R & D: Low Power Leads Knowledge Transfer (Series of lunch and learns & round tables)

Medtronic: Knowledge Management Community

LESSONS LIVED

2010 & Beyond

KM Initiatives and Consulting

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MEDTRONIC CHALLENGES IN KNOWLEDGE MANAGEMENT

Resources People and Money Understand the true needs Have a business case and let the business lead the way

Getting people to open up Build trust and keep confidences Art of Interviews and good listening skills Sharing stories and giving credit Positive experiences build momentum Long term sustainability Organizational Change Managment Share the wins – stories Apply simple concepts in every day work

Remember it is a journey not a sprint!

LESSONS LIVED

REAL IMPACTS TO ORGANIZATION

Enhancements to designs and patents Identification of additional Intellectual Property Expedite learning curve across functions and for new

employees Preserving institutional learning through repeatable

processes and templates for knowledge transfer Enabling better decision making through framework of

effective inquiry Culture change – people are proactively transferring deep

knowledge and learnings on their own Improved inspection results

LESSONS LIVED

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Thank you

Q & AG&K ServicesStephanie Lindorff

MTS SystemsRichard Rittmaster

MedtronicKellie Gallagher

K.L. Hagen and Assoc.Kathy Hagen

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How did we do?

Please fill out your feedback sheet for today’s seminar.

Peer Group Membership

• Sr. Operations Leadership

• Lean Enterprise

• HR Management

• Plus many more

Would you like candid input on current challenges? Leverage a group of your peers as your own

board of advisors.

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Seminars & Webinars

Effectively Leading ChangeFebruary 9 at HTC in Brooklyn Park

Webinar: Standard WorkFebruary 24 online or live at the Manufacturer Alliance Training Center in Golden Valley

Finding the Real Root CauseMarch 9 at HTC in Eden Prairie

Workshops

Toyota’s 8-Step Problem Solving January 17

Leadership Style and VersatilityJanuary 26

Leaders Standard WorkFebruary 7

Value Stream MappingFebruary 8

Successful Contract Management February 14

Engaging Your Workforce in Daily Improvements February 16

Intro to 6 Sigma February 21

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Certifications

Supervision Fundamentals CertificationOngoing, next series starts April 6

Six Sigma Green Belt Certification Next series starts April 25

Lean Practitioner Certification Ongoing, next series starts May 23

Lean Leader Certification Enroll today - workshops ongoing

Flyers on the back table!

See you soon!

Manufacturers Alliancewww.mfrall.com

knowledge transfer january 2017 - mfrall.com...a copy of today’s presentation will be available in...

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