NORTHROP GRUMMAN DEFINING THE FUTURE Integrated Systems March 2003 Applying a 界 Knowledge Strategy Dr Scott Shaffar
Applying a Knowledge Strategy Dr. Scott Shaffar March 2003
NORTHROP GRUMMAN Integrated Systems 元心 Agenda Knowledge Strategy, Proces Kn Synergy with Lean a Closure A Powers 'a Our Future
2 Copyright 2003 Northrop Grumman Corporation Agenda ß Knowledge Strategy, Process and Tools ß Synergy with Lean ß Closure
2003 Northro NORTHROP GRUMMAN Integrated Systems 元心 Knowledge Strategy, Process and tools
3 Copyright 2003 Northrop Grumman Corporation #####-### Knowledge Strategy, Process and Tools
NORTHROP GRUMMAN Integrated Systems 元心 You Need a Knowledge Strategy if One of Your Key staff Members Is Leaving and You Don't know Who Would Be the Best Replacement Your teams start from scratch It Takes too Long for New employees to Become Productive Team Members You Have Pockets of People Doing the Same Thing and They Are Not Talking to Each Other You realize That Your Team is repeating the Same Mistake It Takes You More Than 15 Minutes to Find a Subject Matter Expert to Answer a Question You Dont Know Precisely What is in Your System, or Who Worked on It
4 Copyright 2003 Northrop Grumman Corporation You Need a Knowledge Strategy if… ß One of Your Key Staff Members Is Leaving and You Don’t Know Who Would Be the Best Replacement ß Your Teams Start from Scratch ß It Takes too Long for New Employees to Become Productive Team Members ß You Have Pockets of People Doing the Same Thing and They Are Not Talking to Each Other ß You Realize That Your Team is Repeating the Same Mistake ß It Takes You More Than 15 Minutes to Find a Subject Matter Expert to Answer a Question ß You Don’t Know Precisely What Is in Your System, or Who Worked on It
NORTHROP GRUMMAN Integrated Systems ③元 Knowledge Strategy Process and Tools Knowledge Management The Knowledge Management Is a process Process Learning Linking, Leveraging And Leading Technology Solutions and communities are Enablers airy and Cepture knewn “ Linking” Knowledge lInkin Organize and Share Knowledg Portals) People to People Leveraging (Expert Location) Aobp, Reuse and Create Kno wieting People to Documents)
5 Copyright 2003 Northrop Grumman Corporation Knowledge Strategy – Process and Tools ß Knowledge Management Is a Process – Learning, Linking, Leveraging – And Leading ß Technology Solutions and Communities are Enablers – “Linking” Knowledge (Portals) – People to People (Expert Location) – People to Documents)
NORTHROP GRUMMAN Integrated Systems 元心 Leveraging Product Knowledge Issues Tracking system at is Learning: Capturing Knowledge AIRFRAME PRODUCT DEFINTION Issues documented in a Standard Format Short Descriptive Title No KAX.XXX Indexed to Aircraft Coordinates **ISSUE CLOSED*** Linking: Organizing and Sharing Succinct statement of the problem er than 28. no smaller than 18: bob Knowledge Use d Root Cause Fault Tree Web accessible Part of normal Work Categorized by root cause Structured to speed Access Leveraging: Re-Using and Adapting Existing Knowledge □幽eam Creates automated lessons KM Impact Learned 1. Eliminated Wastes Supports Root Cause Analysis 2. Reduced Costs Training 3. Increased Customer Response
6 Copyright 2003 Northrop Grumman Corporation Issue: KAX-xxx; Issue Date: 4/17/99; Status Date: 5/3/00; Team: KAX, IPCD: 74-NXXXX L4: C. Kent, x12345; L5: L. Lane, 12346 Issue • Succinct statement of the problem • Use Arial; font sizes no larger than 28, no smaller than 18; bold for headings • Use no more than 12 to 14 lines of text per page • Reference CAR or other Quality document when applicable • When updating, put new text in BLUE • When closed, include “Closed” banner on first page only – No charts can say “Preliminary” when issue is closed Impact • Define aircraft affected and net effect of problem • Identify whether problem affects BAC’s assembly line Status • Define current actions taken X Y z 568 129 +/-7 Y * * * ISSUE CLOSED * * * Short Descriptive Title No. KAX-XXX Issue: KAX-xxx; Issue Date: 4/17/99; Status Date: 5/3/00; Team: KAX, IPCD: 74-NXXXX L4: C. Kent, x12345; L5: L. Lane, 12346 Major Contributor Minor Contributor No Impact Root Cause Meeting Attendees mm/dd/yy John Doe,Bill Sparks, Clark Kent, Lois Lane, Billy Batson Root Cause Fault Tree Under Investigation Missing Fasteners @ Bootstrap/Y679 Former Product Definition Product Delivery Planning Design Design M.E M.E Costcenter Assy QA QA Engineering is Correct Drawing Clarity Drawing Clarity Fasteners Shown on Main View to Stand Out Main View to Stand Out Visual Aids not Implemented Per Issue 141 not Planning Clarity Planning Calls out Fasteners Planning Does Not Specifically Install Fstnrs Planning Not Altered Per Issue 141 Planning Did Not See Fstrs on Drawing Did Not See Fstrs CC Supervisor CC Mechanic Employee Training Did Not See Fstrs on Drawing Did Not See Fstrs Did Not See Fstrs on Drawing Did Not See Fstrs Did Not See Fstrs on Drawing Leveraging Product Knowledge Issues Tracking System at IS ß Learning: Capturing Knowledge – Issues Documented in a Standard Format – Indexed to Aircraft Coordinates ß Linking: Organizing and Sharing Knowledge – Web Accessible – Part of Normal Work – Categorized by Root Cause – Structured to Speed Access ß Leveraging: Re-Using and Adapting Existing Knowledge – Creates Automated Lessons Learned – Supports Root Cause Analysis & Training KM Impact: 1. Eliminated Wastes 2. Reduced Costs 3. Increased Customer Response
NORTHROP GRUMMAN Integrated Systems 元心 Knowledge Strategy Knowledge Knows The Single Greatest No Boundaries Source of Knowledge Is Our People We are Focused on Knowledge Flow Across boundaries Rather Than Just Knowledge Stock
7 Copyright 2003 Northrop Grumman Corporation Knowledge Strategy ß The Single Greatest Source of Knowledge Is Our People ß We are Focused on Knowledge Flow – Across Boundaries – Rather Than Just Knowledge Stock
NORTHROP GRUMMAN Integrated Systems ③元 Leveraging organizational Knowledge Sum total of knowledge for Organizational building customer Knowledge value by any one individual Personal Knowledge without with donvergeandow) a knowledge strategy
8 Copyright 2003 Northrop Grumman Corporation …Leveraging Organizational Knowledge without Personal Knowledge Organizational Knowledge with Sum total of knowledge for building customer value by any one individual knowledge for building customer value by any one individual a knowledge strategy
NORTHROP GRUMMAN Integrated Systems 元心 Knowing Our Talent- Xref Tapping Tacit Knowledge I Provides a Via an t Detailed Solution that Employee Profiles experts Profiles via ema 的14了4 a Focused on s Includes Experiences Personal Privacy· Not just skills Features Managing talent Building Knowledge Networks 9A叵旧cIPT A Process:只+…|1 :■ Sharing 000000 for Tracking 1…计+“…下 Knowledge Retaining …小…下 Communities o7 Developing连 of practice Talent Linking Knowledge …H…H Collaboration Tools Enterprise Portal Covers Engineering Operations Environments Expert locator Being Used to Staff Programs, Livelink Smarter and much Faster Learning
9 Copyright 2003 Northrop Grumman Corporation Building Knowledge Networks Tapping Tacit Knowledge ß Via an IT Solution That Profiles Experts via Email ß Includes Personal Privacy Features Knowing Our Talent – Xref ß Provides Detailed Employee Profiles ß Focused on Experiences, Not Just Skills Technolgy Organizations andPeople ProcessesandPracties Communities ofPractice Technolgy Organizations andPeople ProcessesandPracties Communities ofPractice Technolgy Organizations andPeople Processes Practices and Communitiesof Practice Technolgy Organizations andPeople ProcessesandPracties Communities ofPractice Technolgy Organizations andPeople ProcessesandPracties Communities ofPractice ß Sharing Knowledge – Communities of Practice – Collaboration Tools & Environments ß Linking Knowledge – Enterprise Portal – Expert Locator – Livelink – Learning Managing Talent IPT A IPT B IPT C IPT D DM DM DM DM DM 1 2 3 4 5 ß A Process for Tracking, Retaining & Developing Talent ß Covers Engineering & Operations ß Being Used to Staff Programs, Smarter and Much Faster
NORTHROP GRUMMAN Integrated Systems 元心 Tapping talent- Throughout the Enterprise We Know from a Knowledge audit That People are Our Primary Source of Knowledge People are Our First Stop for Knowledge Half of our Employees spend 8 Hours or More per Week Searching for Knowledge Consequently, Expertise Location Is a Key Enabler for Leveraging the Collective Tacit Knowledge of NGC In 2002, expertise location and management applications will be the fastest-growing KM technology, with the installed user base more than tripling to more than 500,000 by year's end (0.8 probability) Gartner Jan 02
10 Copyright 2003 Northrop Grumman Corporation Tapping Talent – Throughout the Enterprise We Know from a Knowledge Audit That ß People are Our Primary Source of Knowledge ß People are Our First Stop for Knowledge ß Half of Our Employees Spend 8 Hours or More per Week Searching for Knowledge Consequently, ß Expertise Location Is a Key Enabler for Leveraging the Collective Tacit Knowledge of NGC Gartner, Jan ’02