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Case study 3 schemes

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Case study 3 schemes

  1. 1. DaimlerChrysler KM Strategy K6201 - KM Foundations-Group 3 August 2011
  2. 2. traditional market Why Chrysler KM? new markets need stretch! 1990s
  3. 3. traditional market Why Chrysler KM? new markets <ul><li>different client </li></ul><ul><li>different product </li></ul><ul><li>need scale </li></ul><ul><li>need speed </li></ul>1990s Focus 1 Focus 2 dilemma <ul><li>traditional clients </li></ul><ul><li>need preserve standard </li></ul><ul><li>increased competition </li></ul>
  4. 4. Why Chrysler KM? pressure But in 1970-80s <ul><li>plant closures </li></ul><ul><li>staff lay-offs </li></ul><ul><li>budget cuts </li></ul><ul><li>shrinking engineering </li></ul>Techincal Reports Institute of Engineering
  5. 5. Why Chrysler KM? <ul><li>need go for new markets </li></ul><ul><li>with weakened engineering </li></ul><ul><li>under increasing competition </li></ul>
  6. 6. Why Daimler KM? 1990s <ul><li>Stagnating demand for luxury cars </li></ul><ul><li>5.7bln loss </li></ul><ul><li>Lexus and Co push into the luxury market </li></ul><ul><li>Non-traditional distribution and sales -Internet </li></ul>
  7. 7. Why Daimler KM? 1990s Failed diversification attempt + huge losses A-class ( Swatchmobile) M-class SUV aerospace
  8. 8. Daimler KM initiative No formal structure Learning champions failure Learning champions did not know what type of data, info, knowledge was useful to practitioners Established the Daimler Corporate University <ul><ul><li>Germany's tradition of vocational training provided provided a built-in structure for the exchange of tacit knowledge from one generation to the next </li></ul></ul><ul><ul><li>Instruct top executives in strategic thinking and other executive skills </li></ul></ul>
  9. 9. Everybody else is doing it so why can’t we? 1998
  10. 10. KM at Chrysler 1. How to map corporate knowledge and make it explicit and accessible? 2. How to make knowledge buckets talk to each other? 3. How to capture the knowledge being produced?
  11. 11. KM at Chrysler Design Div. Sales Div. Procurement Div. Manufacturing Div. Engineering Div. heavy teams platforms
  12. 12. KM at Chrysler: 3 Steps. 1 – Restructure & Make Knowledge Buckets Knowledge bucket 1 Knowledge bucket 2 Knowledge bucket 3 Knowledge bucket 4 Knowledge bucket 5 platforms Small cars Large cars Minivans Jeeps Trucks Adv.Veh.Engineering Body Chassis Electrical/Electronic Interior Powertrain Scientific Labs Vehicle Development Program Management Energy Management Thermal
  13. 13. KM at Chrysler: 3 Steps. 1 – Restructure & Make Knowledge Buckets Knowledge bucket Product DBs CAD/CAM Manucafturing, Procurement, Supply data Vehicle Test data
  14. 14. KM at Chrysler: 3 Steps. 2 – Tech Clubs Knowledge bucket 1 Knowledge bucket 2 Knowledge bucket 3 Knowledge bucket 4 Knowledge bucket 5 platforms Small cars Large cars Minivans Jeeps Trucks Adv.Veh.Engineering Tech Club 1 Body Tech Club 2 Chassis Tech Club 3 Electrical/Electronic Tech Club 4 Interior Tech Club 5 Powertrain Tech Club 6 Scientific Labs Tech Club 7 Vehicle Development Tech Club 8 Program Management Tech Club 9 Energy Management Tech Club 10 Thermal Tech Club 11
  15. 15. KM at Chrysler: 3 Steps. 3 – Engineering Book of Knowledge (EBOK) Tech Club1 Tech Club5 Tech Club2 Tech Club3 Tech Club4 Tech Club n
  16. 16. KM at Chrysler: 3 Steps. - Skill in discovering niche markets - Skill in developing products rapidly - Innovations ( minivan, SUV) 3 Steps
  17. 17. Daimler Chrysler merger Who brings what? North American market Flexibility & Innovation 3D modeling Upscale segment of North American, European and Asian markets High-class engineering skills Crash simulation
  18. 18. Daimler Chrysler merger Knowledge merging - PMI
  19. 19. Daimler Chrysler – KM initiatives <ul><li>KM initiatives are driven by market situation, </li></ul><ul><li>generally: a disaster makes think faster </li></ul>2) KM initiatives require understanding & support on top level <ul><li>3) KM initiatives require combination of 3 aspects: </li></ul><ul><li>a) specific human interactions, </li></ul><ul><li>b) organizational and conceptual “places” to work on knowledge assets </li></ul><ul><li>c)IT tools to connect data, info, knowledge and people </li></ul>
  20. 20. Daimler Chrysler – KM initiatives KM initiatives require combination of 3 aspects KOL Matrix organization Special Interest groups EBOK TechClub Knowledge Buckets & platforms Lotus Notes Issue Resolution Teams PMI program CoP Knowledge domains Wel-Kom Booz-Allen Chrysler Daimler Chrysler Daimler

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