Case study 3 schemes

DaimlerChrysler KM Strategy K6201 - KM Foundations-Group 3 August 2011

traditional market Why Chrysler KM? new markets need stretch! 1990s

traditional market Why Chrysler KM? new markets ,[object Object],[object Object],[object Object],[object Object],1990s Focus 1 Focus 2 dilemma ,[object Object],[object Object],[object Object]

Why Chrysler KM? pressure But in 1970-80s ,[object Object],[object Object],[object Object],[object Object],Techincal Reports Institute of Engineering

Why Chrysler KM? ,[object Object],[object Object],[object Object]

Why Daimler KM? 1990s ,[object Object],[object Object],[object Object],[object Object]

Why Daimler KM? 1990s Failed diversification attempt + huge losses A-class ( Swatchmobile) M-class SUV aerospace

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 ,[object Object],[object Object]

Everybody else is doing it so why can’t we? 1998

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?

KM at Chrysler Design Div. Sales Div. Procurement Div. Manufacturing Div. Engineering Div. heavy teams platforms

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

KM at Chrysler: 3 Steps. 1 – Restructure & Make Knowledge Buckets Knowledge bucket Product DBs CAD/CAM Manucafturing, Procurement, Supply data Vehicle Test data

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

KM at Chrysler: 3 Steps. 3 – Engineering Book of Knowledge (EBOK) Tech Club1 Tech Club5 Tech Club2 Tech Club3 Tech Club4 Tech Club n

KM at Chrysler: 3 Steps. - Skill in discovering niche markets - Skill in developing products rapidly - Innovations ( minivan, SUV) 3 Steps

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

Daimler Chrysler merger Knowledge merging - PMI

Daimler Chrysler – KM initiatives ,[object Object],[object Object],2) KM initiatives require understanding & support on top level ,[object Object],[object Object],[object Object],[object Object]

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

Case study 3 schemes

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Case study 3 schemes