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5-Step KM Process

5-Step KM Process. Breakout Session: 1508 Kiho Sohn, CKO Pratt & Whitney Rocketdyne April 25, 2007 10:40 AM. Outline. Who is Pratt & Whitney Rocketdyne? What are major Business Challenges? Where did some major savings come from? What’s important to PWR KM Program?

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5-Step KM Process

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  1. 5-Step KM Process Breakout Session: 1508 Kiho Sohn, CKO Pratt & Whitney Rocketdyne April 25, 2007 10:40 AM

  2. Outline • Who is Pratt & Whitney Rocketdyne? • What are major Business Challenges? • Where did some major savings come from? • What’s important to PWR KM Program? • What is 5-Step KM Process? • What are Key Take Aways? • What are we Most Proud of?

  3. Who is Pratt & Whitney Rocketdyne (PWR)? • Space Propulsion Company • A part of Pratt & Whitney • A part of United Technology Company West Palm Beach Canoga Park Customer Sites Customer Sites Customer Sites

  4. PWR Introduction

  5. What are Key Business Challenges? • Capture/retain corporate knowledge • Find Subject Matter Experts

  6. Business Challenges (cont.) • Avoid duplication on problem solving & process improvements • Service customer requirements for managing knowledge • Problem avoidance thru proactive sharing of lessons learned

  7. Where did major Savings/Benefits come from? • $24M savings from STS (Space Transportation System) transition from California to Texas in 2001 • Over 900 key skilled personnel identified – over 80% did not want to move • Program allocated $25M for skills transfer effort • Actual task performed <$1M resulting savings over $24M

  8. Savings/Benefits (cont.) • RS-27 Production Program shut down, re-start in 5 years • RS-68 Development Program shut down with >800,000 electronic documents • SSME needed efficient way of locating SME for fast answers

  9. Savings/Benefits (cont.) • Correct Materials Properties needed with automated interface with analysis tools • DM and CM focus on contract deliverables only. Too many technical documents are not.

  10. What’s Important? Doing the Right Thing Data Doing the Things Right Information Knowledge Under- standing Wis- dom Effective-ness (What) Efficiency (How) Russell Ackoff Peter Drucker

  11. KR Chart - Personal Level Know Don’t Know Know Don’t Know

  12. KR Chart - If we only knew what PWR already knows Innovation Knowledge Management Know Don’t Know Know Don’t Know

  13. Tacit vs. Explicit Knowledge Explicit Examples;Databases,Documents,Training = Media-based Written down Tacit Examples;Mentoring,Lectures = People knowledge In People’s head

  14. What is 5-step KM Process Map = Inventory all knowledge assets, people and media-based Capture = Gathering info from people that know it & media that stores it Organize = Arranging assets in a logical, searchable and usable format Transfer = Passing on the knowledge between people or systems Utilize = Using or sharing the knowledge to your benefit

  15. Which KM tool to use? KM Process KM Tools Map CCR Capture Media-based People Collaboration Tools Capturing Tools Organize People Transfer Training Tools Organizing/ Searching Tools Media-based Utilize

  16. CCR – Critical Capability Retention • CCR is designed to assist Team Managers: • Map team skills strengths and weaknesses • Realize team skills in risk of loosing • Identify training and knowledge transfer opportunities • Establish proactive skill management plans to meet business needs Risk of Skill Loss

  17. IS&T Tools supporting KM People Media-based Mentor/ Mentor Circle Tacit Capturing Quindi People Collaboration tools AskMe LL/BP e-Learning CoPs AskMe Library capture & transfer capture & organize ILM Preservation Tacit Capturing AskMe LL/BP Archiving Media-based e-Learning Goldfire AskMe LL/BP Quindi Standard Work Library Web-based DBs transfer & utilize organize & transfer

  18. KM Tools and Processes - Tacit • Expertise Network System - AskMe • Legacy Tacit Knowledge Capture (video) Capability • Mentor Circle • Mentor-Protégé Website • Knowledge Sharing Seminar Series (KS3) • Knowledge Share Fair • PWRTEC • TRIZ- Innovation Technique

  19. KM Tools and Processes - Explicit • Engineering Standard Work • KM Plan in Program Execution Plan (PEP) • Information Lifecycle Management (ILM) • Content Mining tool • Lessons Learned db • Design Rationale Capture within Pro/E • Computer Based Training • Engineering technical databases (engine performance, materials db, fluids db, etc.)

  20. What are Key Take Aways? • Cross-functional KM team • Identification of an Executive Champion • Focus on overall KM process • Focus on big & long term vision • Enough research on company’s KM needs • Educate/ learn KM • Bench mark within/ outside company

  21. Take Aways (cont.) • Balance between tacit & explicit knowledge • Develop tools based on need, not the other way around • Start with small pilots • COTS from vendors who are willing to work as partners • Away from “What’s in it for me?”

  22. What are We Most Proud Of? • Passionate Team Members working together • Changing company’s culture to recognize the importance of KM • Creation of KM Council • Being recognized as pioneers of KM within Pratt & Whitney (as with Boeing) • Being recognized as a KM leader in both domestic and international, and becoming a focal for benchmarking • Initiating and supporting development of KM Master’s Degree Program at California State University at Northridge • Organizing Southern California Aerospace Industry KM Exchange Forum

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