When Tacit and Explicit Knowledge aren’t Enough
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Manufacturer has both tacit (25 plus year employees) and explicit (technical documentation) knowledge then a substantial portion of tacit knowledge is lost due to retirements and voluntary separations.
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When Tacit and Explicit Knowledge aren’t Enough
- 1. Case Study: When Tacit and Explicit Knowledge aren’t Enough Steven Wieneke Wieneke & Wieneke, Inc. elkawareness.com February 18, 2014 Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 2. When Tacit and Explicit Knowledge aren’t Enough or That’s why its called Knowledge Management Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 3. Background Midwest Manufacturer has successful commercial and military products. • Manufacturer employees 1400 technical professionals plus marketing, sales, business support and manufacturing employees. • Manufacturer has multiple locations for technical staff and manufacturing. • The majority of technical professionals have 25 or more years of service. • Groups of technical professionals have unique SharePoint repositories for their technical information, specifications and requirements. Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 4. Opportunity • Management decides to co-locate two stand alone organizations. • Relocation prompts significant number of retirements and voluntary separations. • Significant influx of technical professionals with a variety of related experience but not necessarily direct experience. • Significant influx of new (technical) graduates. • Unique SharePoint repositories are available but not easily accessed (or even known/found), not readily used/applied and not trusted sources. Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 5. Relocation Outcome… Before Relocation 25 Years Years of Experience with Manufacturer Organization Organization #1 #2 Culture Culture Wieneke & Wieneke, Inc. / Copyright 2014 After Relocation 2 Years Years of Experience with Manufacturer Not Yet Assimilated Culture with a Generation Gap elkawareness.com
- 6. Knowledge Management State prior to Intervention • Survey to Harvest Knowledge during Exit Interviews. • Purchased a Sematic Search Software to Index and Search Multiple Share Point Repositories. • Revised Review (Mentoring) Process to Ensure Product Robustness. • Sr. Executive Management wants a “Product Technical Memory” Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 7. Knowledge Management State prior to Intervention • Harvesting Knowledge during an Exit Interview Pros None Wieneke & Wieneke, Inc. / Copyright 2014 Cons Insults Employee Inappropriate environment to reflect on and document one’s experience Insufficient time to reflect on and document one’s experience elkawareness.com
- 8. Knowledge Management State prior to Intervention • Sematic Search Software to Index and Search Multiple Share Point Repositories Pros Cons Method for Expert/Mentor to find existing knowledge Sematic artificial intelligence expands search Requires training and continual use to maintain proficiency Requires Expert/Mentor to formulate search and evaluate relevance of results Does not integrate with other software applications Must know what files to index Initial indexing is a time consuming process Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 9. Knowledge Management State prior to Intervention • Revised Review (Mentoring) Process to Ensure Product Robustness. Pros Cons Process is essential in ensuring Timing of revised Process product robustness training competes for resources to populate Technical Memory Process can be easily enhanced Some of the behavior resulting by implementing active from this training will likely knowledge methods with need to be unlearned once assessments assessments are implemented Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 10. Intervention Goal – Move to Active Explicit Knowledge Structured for Assessments and Embedded in Workflow Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 11. Intervention – Requires Shifting Several Pervasive Mental Models • Shifting from Document Centric (passive) Model to Assessment Centric Model (active) • Documenting Corrections to Documenting Preventions Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 12. Intervention – Shifting from Document to Assessment Centric Document Centric Knowledge SEEKER ??? Assessment Centric Knowledge Packets… …more like paragraphs grouped into pages or chapters called Knowledge Sets or Assessments Knowledge RECEIVER Knowledge HOLDER delivers Knowledge in Knowledge RECEIVER’S workflow Library Model Wieneke & Wieneke, Inc. / Copyright 2014 Appraisal Model elkawareness.com
- 13. Intervention – Shifting from Document to Assessment Centric Document Centric “End-of-Life Cycle” Documents Wieneke & Wieneke, Inc. / Copyright 2014 Assessment Centric Dynamic, Living Virtual Documents elkawareness.com
- 14. Intervention – Shifting from Document to Assessment Centric Document Centric Author Assessment Centric Author Write down what I can recall being relevant Who is the end user of this assessment? Free text What is being assessed? What is its current state? Not Structured What is known (available) at the time of this assessment? What is the actionable assessment continuum (Red, Yellow, Green)? What is assessment remediation if not Preferred (Green)? What is the context (Why’s, When's, Where's) for the assessment rules? Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 15. Intervention – Shifting from Documenting Corrections to Documenting Preventions Example… Write down or store my cell #… 248.000.0000 Number that Works Infinite All Numbers that don’t Work Infinity What “works” goes into Technical Memory Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 16. Major Implementation Steps… 1. 2. 3. 4. 5. 7. 8. 9. Identify Executive Sponsor Identify Business Owner Identify Knowledge Holders Select KAMs Define Desired Software Functionality Establish Communities of Practices Design Define Practice Structure & Nomenclature Identify Potential Classification Schemes 6. Purchase Commercial Software Wieneke & Wieneke, Inc. / Copyright 2014 11. CONFIGURE 10. Tactical Practice Template 13. IMPORT 12. Manufacturer's Technical Memory elkawareness.com
- 17. CoP Workshops… Focus: • Defining the breadth and depth of CoP (define topics) • Exercises to recall what is known (time to reflect) Wieneke & Wieneke, Inc. / Copyright 2014 Opportunity: • Confirm meaning of words • Build trust through shared experience • Valued technical discussions elkawareness.com
- 18. Roll Out Plan… Knowledge Asset Manager • Member of the Technical Memory Steering Committee • Responsible for their team’s planning and implementation Knowledge Holders • Responsible for assessment content and mentoring End Users Wieneke & Wieneke, Inc. / Copyright 2014 • Responsible for an “Acceptable” or “Preferred” assessment Outcome elkawareness.com
- 19. Realizing the Value of Active Knowledge Stamped Part Assessment Challenge • A live demo was held during the June 2013 Technical Memory Quarterly Communications Meeting. • Two volunteers* evaluated a stamped sheet metal panel • Each Volunteer had 6 Concerns to address, each Concern required assessing 3-4 stamped panel features • First volunteer referenced existing documentation • Second volunteer interacted with new structured practices *Neither had sheet metal/stamping design experience Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 20. Realizing the Value of Active Knowledge Stamped Part Assessment Challenge after 40 minutes • First Volunteer (existing Documents) - Partially completed evaluation of Concern #2 (7 of 20 features) • Second Volunteer (structured practices) Evaluated all 6 concerns (20 of 20 features) • Additional observations: • Second Volunteer had no experience reading prints • Second Volunteer’s answers were accurate • First Volunteer’s answers had a number of errors due to misinterpretations of existing documents Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 21. Current Knowledge Management State • Manufacturer has a interactive Product Technical Memory • Identified 40 CoPs plus 10 temporary CoP (shared topics across CoPs) • 25 Knowledge Asset Managers • 150 initial Knowledge Responsible People (knowledge holders) • 1400 End Users • Quarterly Technical Memory Communication Meetings • Next Steps: • Continue Documenting Practices • Integrate Assessments with Review Process • Implement Assessment Signoff Process • Management Use Interactive Report Utility Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com
- 22. Questions? Visit elkawareness.com to learn about our game changing, knowledge-based business strategies. Call us 248-535-0427 eMail: swieneke@elkawareness.com Wieneke & Wieneke, Inc. / Copyright 2014 elkawareness.com