strategic approaches to am & km for waveriders on european excellence model
DESCRIPTION
Dear Board Members of WaveRiders. Strategic approaches to AM & KM for WAVERIDERS on European Excellence Model. 15 th of April 2011. A-3 Consultancy Firm, Plc University Road, Coventry CV4 7AL, UK Tel: +44 (0)24 7652 3523 Fax: +44 (0)24 7646 1606. VP & Senior Consultant: Edelon MELO - PowerPoint PPT PresentationTRANSCRIPT
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
Leadership ProcessesKey
Performance Results
People
Policy & Strategy
Partnerships & Resources
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
Partnerships & Resources
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
Leadership Processes
People
Policy & Strategy
Partnerships & Resources
Enablers
Knowledge & HR
Assets & Resources
Knowledge Enabling
LCFacilities
H & S
∴AM Utilisation= f ( L, S, T)
L: Leadership S: Strategy T: Technologies/Facilities
Reference: Adapted from EFQM(2009) Reference: Bhatt (2000)
Knowledge Components
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%
Process: 20%Technology: 10%
Knowledge Enabling on EFQM (Tech/Facilities)
8
Leadership Processes
People
Policy & Strategy
Partnerships & Resources
Enablers
Knowledge & HR
Assets & Resources
Knowledge Enabling
LCFacilities
H & S
∴KBAM= 0.7f(L,S, P) +0.1 f ( L, S, T)+0.2pr
Reference: Adapted from EFQM(2009) Reference: Bhatt (2000)
Knowledge Components
Assets & Resources
KBAM on EFQM
Relationship between KM & AM
KBAM Formula 2
Appendix 3
AM Utilisation
LC
Facilities
H & S
People:70%
Process: 20%Technology: 10%
Knowledge & HR
Knowledge Enabling
Knowledge Enabling on EFQM (Knowledge Based Asset Management)
9
ProcessesKey
Performance Results
People Results
Customer Results
Society Results
Results
Innovation & Learning
Knowledge Enabling
Knowledge Sharing
Improvement of KM
LCFacilities
EnvironmentH & SSecurities
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
Innovation & Learning
Knowledge Enabling
Knowledge Sharing
LCFacilities
EnvironmentH & SSecurities
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 2
The Skandia’s Value scheme
Knowledge Sharing on EFQM(Tech/Facilities)
Outcomes from AM
Improvement of AM
11
ProcessesKey
Performance Results
People Results
Customer Results
Society Results
Results
Innovation & Learning
Knowledge Enabling
Knowledge Sharing
Improvement of KM
LCFacilities
EnvironmentH & SSecurities
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 (KABAM)
Improvement of AM
Outcomes from AM
12
Leadership Processes Key Performance Results
People
Policy & Strategy
Partnerships & Resources
People Results
Customer Results
Society Results
Enablers Results
Innovation & Learning
SECI 3D model, regarding EFQM
Socialisation Externalisation
Intenalisation CombinationExplicit Knowledge
Tacit Knowledge
Explicit Knowledge
Tacit Knowledge
Socialisation Externalisation
IIndividual Combination
Socialisation Externalisation
Group Combination
Socialisation Externalisation
Organaisation Combination
Socialisation Externalisation
Internalisationl Combination
Continuous Learning
Socialisation Externalisation
Intenalisation CombinationExplicit Knowledge
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
FM Sec H&S Env LC Main RU EX K Tac K
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
FM Sec H&S Env LC Main RU EX K Tac K
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
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. 4 Risk Management
MELO3 Series. 1 Risk Management
MELO3 Series. 4 Risk Management
MELO3 Series. 4 Risk Management
MELO3 Series. 2Strong Leadership
MELO3 Series. 4 Risk Management
MELO3 Series. 4 Risk Management
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.
INNOVATION ADD Value
SHARE
STORE
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)
Socialisation Externalisation
Intenalisation CombinationExplicit Knowledge
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.
INNOVATION ADD Value
SHARE
STORE
DISTRIBUTE
APPLY
34
35
36
• 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
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