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Development and Application of Knowledge Management in CLP Power

Development and Application of Knowledge Management in CLP Power. Symposium on Knowledge Management – Towards Organisational Excellence, 8 th July 05. Paul Poon Director – Power Systems CLP Power Hong Kong Limited. Business Background Needs for KM KM Vision, Mission & Strategies

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Development and Application of Knowledge Management in CLP Power

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  1. Development and Application ofKnowledge Management in CLP Power Symposium on Knowledge Management – Towards Organisational Excellence, 8th July 05 Paul Poon Director – Power Systems CLP Power Hong Kong Limited

  2. Business Background Needs for KM KM Vision, Mission & Strategies Current Developments and Applications Critical Success Factors & Experiences Way Forward Agenda

  3. New Territories Hong Kong Lantau Island Island The CLP Group • Operates power plants in HK, mainland China, Australia, India, Taiwan and Thailand, with a total of 14,659MW of generation asset. • Employs 4633 staff, of whom 3877 in Hong Kong

  4. CLP Power in Hong Kong Electricity Supply since 1903

  5. Tariff vs Reliability Supply interruption duration (Mins) 0 25 50 75 Tokyo Singapore New York CLP Power Paris London less reliable more reliable Sydney 1.5 1.0 0.5 0.0 Tariff (HK$/kWh) less affordable more affordable Reliability Performance Unplanned Customer Minutes Lost (CML) Minute 20 15 10 5 99* 00 01 02 03 04 *Excludes outages caused by typhoon York

  6. Environmental Performance CLPP’s Emissions over the Past 15 Years SO2 NOx & Particulates (kilotonne) CO2 (Megatonne) Local electricity sales increased from 18,000GWh in 1990 to 30,000GWh in 2004 (70%↑)

  7. Other Key Business Performance • Productivity: increased by 127% in the past 10 years • Tariff: frozen since 1998 and rebated HK$3B in the past 6 years • Overall winner of the HKMA Quality Award in 2004 • Best Managed Companies Poll 2004 (HK Region) – by Asiamoney • Corporate Governance Asia Recognition Awards 2004 – by Corporate Governance Asia Journal

  8. Electricity Supply Chain Generation Customer Services Transmission & Distribution Network Residential Building Remote Customers Transmission System (400kV, 123kV): Substations: 202 Transformer Capacity: 32,161 MVA Circuit length: 1,691 km Distribution System (33kV, 11kV, LV): Substations: 12,215 Transformer Capacity: 22,450 MVA Circuit Length 10,264 km Installed Capacity: 8,263 MW Local Power Stations: Castle Peak / Black Point Penny’s Bay External PowerStations: Guangdong Nuclear, Daya Bay / Guangzhou Pumped Storage, Conghua Customer Service: 2.2 million customer accounts (representing 80% of Hong Kong’s total population) Data 2004 Different KM initiatives for different business objectives

  9. Needs for KM • Unique business nature: • Unique expertise - one of the 2 power utilities in HK; no power system equipment suppliers in HK • Knowledge intensive organisation - not easy to replenish experienced staff from the market • Prepare for future growth and challenges: • Expedite job rotations program for staff development and growth • Experienced staff retirement - require systematic approach to retain critical knowledge • Adoption of new advanced technologies - need to acquire knowledge (breadth & depth) in a short time

  10. We have a long tradition of knowledge sharing…. KM activities in the past: • Instructions, codes of practices, policies • Electronic Document Management System • Quality Circle Convention (QCC) • Lessons Learnt/ Project Review Documents • E-learning • Experience sharing Sessions • Best Practices Benchmarking ….

  11. PSBG KM Strategies KM Vision & Mission Now, we adopt a more systematic and integrated approach in KM “To be a leading organization in managing the knowledge resources to assure effective delivery of electrical energy” Key Strategies • Identify & Retain critical knowledge • Enhance infrastructure to facilitate exchange of knowledge • Promote the value of sharing working knowledge • Develop new knowledge

  12. Current Developments and Applications

  13. PSBG KM Organisation To drive the implementation of PSBG KM strategies, a three-tier KM structure is established PSBG KM Steering Committee KM Work Group of other BGs PSBG KM Work Group Departmental KM Work Group Initiatives Project Teams Measurement & Incentive Team iKue Project Team Promotion Team Knowledge Repository Team Expert Directory Team Community of Practice

  14. iKue Project Identify and retain critical knowledge • Project Scope: • Capture mission critical knowledge • Establish 10 critical knowledge themes Enhance infrastructure to facilitate exchange of knowledge Promote the value of sharing working knowledge Develop new knowledge

  15. iKue Project Identify and retain critical knowledge • Project Scope: • Project Schedule: 2004 ~ 2007 • Leverage on iKue platform Enhance infrastructure to facilitate exchange of knowledge Promote the value of sharing working knowledge Develop new knowledge

  16. Elicitation Tapes Subject Experts Knowledge Elicitation Disseminate Knowledge Structure Knowledge Knowledge Transcript iKue Project (cont’d) Identify and retain critical knowledge Structured Knowledge Capturing Process Enhance infrastructure to facilitate exchange of knowledge Promote the value of sharing working knowledge Develop new knowledge

  17. iKue Project (cont’d) Identify and retain critical knowledge How can iKue be used? Enhance infrastructure to facilitate exchange of knowledge • Current iKue Project status • 1 knowledge theme rolled out in 2004 • 3 knowledge themes being developed in 2005 Promote the value of sharing working knowledge Develop new knowledge

  18. Community of Practices Identify and retain critical knowledge • Formation of Community of Practices (CoP) to review and update the knowledge themes • Maintain the contents accurate and include up-to-date info into the knowledge themes • First CoP established in Q1 2005 Enhance infrastructure to facilitate exchange of knowledge Promote the value of sharing working knowledge Develop new knowledge

  19. KM Portal Identify and retain critical knowledge • Continue to upgrade and maintain KM Portal • Rolled out in July 04 • Single entry point for various knowledge items • Contents arranged in logical structure for easy navigation and information retrieval Enhance infrastructure to facilitate exchange of knowledge • Provides website search engine and glossary • Continuous improvement based on the results of the knowledge audit Promote the value of sharing working knowledge Develop new knowledge

  20. Expert Directory Identify and retain critical knowledge • A web application that allows user to search for Subject Experts • Subject Experts being nominated to provide advices on technical enquiries • Criteria for nomination into the Expert Directory includes: • Experience in the field • Communications skills • Knowledge sharing • inclination Enhance infrastructure to facilitate exchange of knowledge Promote the value of sharing working knowledge Develop new knowledge

  21. Knowledge Sharing Culture Promotion • Knowledge-sharing culture development: • KM Team Building Workshops • Quarterly KM newsletter • Competitions • E-games • Roadshows • KM Workshops / Seminars • Communication via Departmental KM Representatives Identify and retain critical knowledge Enhance infrastructure to facilitate exchange of knowledge Promote the value of sharing working knowledge Develop new knowledge

  22. Contribution Culture Effectiveness Measurement & Incentive Systems Identify and retain critical knowledge • Measurement and incentive systems • Recognition ceremonies • Planned assessment on iKue system by CoP • KM cultural survey • KM awards Enhance infrastructure to facilitate exchange of knowledge Promote the value of sharing working knowledge Develop new knowledge

  23. Business Objectives Process Flow Technology Codified Knowledge People Non-codified Knowledge Knowledge Audit & Knowledge Repository Identify and retain critical knowledge • Knowledge Audit • Assess knowledge possessed and gaps • Prioritize knowledge areas to be further captured/developed • Focus on business needs • Use the Knowledge Audit to derive • the framework of the Knowledge • Repository Enhance infrastructure to facilitate exchange of knowledge Promote the value of sharing working knowledge • Knowledge Repository Roadmap • Positioned as a “Corporate Memory”, comprising: • Codified Knowledge (tacit & explicit) • Links to subject matter experts / CoPs • The Codified knowledge should also include Audio/video recordings, best practices documentation, lessons learnt, etc • Contents of the Repository are to be furnished by line units Develop new knowledge

  24. Knowledge Repository Identify and retain critical knowledge Graphic User Interface - KM Portal Pictorial Representation to illustrate the relationships between the KM portal, Knowledge Repository & iKue KM information Expert Direct-ory Knowledge Repository Enhance infrastructure to facilitate exchange of knowledge Backend Platform- Knowledge Repository Knowledge Map with experience-based materials Topic 1 (Transmission SME Switchgear) Promote the value of sharing working knowledge Sub- Design SME Specific Knowledge Themes Topic 1 with model O&M Transmission Switchgear Design PSBG Sub- Topic 2 Knowledge Topic 2 Transmission Switchgear O&M Map SME K-theme 3 Topic n SME Topic 3 Develop new knowledge .....K-theme 4.. Sub- K-theme 2 Topic 1 Sub- Sub- Topic 2 Topic 1 Platform for critical knowledge - iKue SME SME = Subject Matter Experts

  25. People Process Knowledge Management Technology Critical Success Factors • People: • Senior Management’s Commitment with adequate resources allocation • Colleagues’ buy-in • Process • Incentive schemes to motivate staff to contribute and learn • Effectiveness measurement • Processes to maintain and update captured knowledge • Technology • Effective knowledge capturing platform and methodologies

  26. Further Examples of the benefits of KM • Knowledge elicitation of an Engineer with 30 years of Service Experience • Capturing the colleague’s experience on Transmission Switchgear and Transformer Design before retirement • Documented the rationale (or tacit knowledge) behind the clauses in the technical specifications: • Transformer blowers - Galvanized wire-mesh guards, with a mesh not greater than 13mm, shall be provided…. • The 132kV/11kV transformer’s tap changer rated step voltage should be about 3000V…….

  27. Further Examples of the benefits of KM • Knowledge elicitation on Overhead Line O&M Knowledge Theme • Capturing various colleagues’ knowledge on Overhead Line Operations & Maintenance • Information scattered; locations of relevant information not clear • By capturing the knowledge into iKue, as well as codifying the relevant tacit knowledge, also provides a systematic central platform for searching / retrieving knowledge

  28. Our Experience • No winning strategy, every organisation’s situation is different • Need to educate staff on KM • Recognize on-going maintenance efforts • Should have a comprehensive & sustainable implementation plan

  29. Way Forward • Near Term (within 1~2 year): • Complete the critical knowledge themes in iKue • Establish CoPs for critical knowledge themes • Gradually build up the Knowledge Repository • Further devise incentive schemes and design systematic programmes to motivate staff to contribute and make use of KM • Conduct workshops, broadcast newsletters, and organize functions to foster knowledge sharing culture • Longer Term (3~5 years): • Expand the application of CoP • Establish system to measure effectiveness of KR • Conduct regular survey on knowledge culture

  30. Slogan 知識管理齊獻力 薪火相傳互得益 Thank You!

  31. 132kV oil-filled cable damaged by an excavation contractor …

  32. Cable jointing … Cable joint Ferrule

  33. Knowledge captured in iKue …

  34. Knowledge captured in iKue …

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