Applying Applying Knowledge Management to Knowledge Management to Improve Quality Improve Quality
Jan 12, 2016
Applying Applying Knowledge Knowledge
Management to Improve Management to Improve QualityQuality
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High Priority given to Quality at High Priority given to Quality at Ford Motor CompanyFord Motor Company
Strategy: Quality is JOB #1
Quality Operating System (QOS)
Performance to StandardsQuality Leadership Initiative (QLI)
Engage all employees
Consumer Driven 6-Sigma
Data driven decision making
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Leverage Quality Improvement Leverage Quality Improvement ProgramsPrograms
Corporate Strategy: Quality is JOB 1
Top Down: Corporate Programs - QOS, QLI, 6-
Sigma…
Bottom Up: Employee based proven methods to improve quality…
…apply Knowledge Management
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Applying KM to Improve Applying KM to Improve QualityQuality
Illustrative examples will be Illustrative examples will be displayed and discussed displayed and discussed during the presentationduring the presentation
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Measurable Quality Improvements Measurable Quality Improvements at Ford Motor Companyat Ford Motor Company
JD Power Initial Quality Study: JD Power Initial Quality Study: Ford Motor Company Ford Motor Company products had more than 16% improvement 2002-products had more than 16% improvement 2002-20032003
Consumer Reports 2004 – New Car Consumer Reports 2004 – New Car Preview – Preview –
19 Ford Motor Company products 19 Ford Motor Company products received received
“ “Recommended Buys”Recommended Buys”
Warranty Spending is down Warranty Spending is down 18% 18%
from 2002from 2002
Consumer Driven 6-Sigma effortsConsumer Driven 6-Sigma efforts saved more than $1.3 B since its saved more than $1.3 B since its
inception in 2000inception in 2000
Source: FCN December 15th, 2004, & 2003 Annual Report
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Ranked #4 by Fortune 500Ranked #4 by Fortune 500 Manufacture and distribute Manufacture and distribute
automobiles in 200 markets across automobiles in 200 markets across 6 Continents6 Continents
2003 Global Revenues: $164 Billion2003 Global Revenues: $164 Billion 327,000 Employees327,000 Employees
2003 - Celebrated 1002003 - Celebrated 100thth Anniversary Anniversary
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Very Brief History ofVery Brief History ofBest Practice ReplicationBest Practice Replication
1994: 1994: Formalized Formalized process of process of
replicating proven replicating proven practicespractices
1995 – 1995 – Faxing best Faxing best practices amongst practices amongst vehicle assembly vehicle assembly
plantsplants
1996: 1996: Launched Ford Launched Ford Web Hub; BPR Web Hub; BPR used the Web used the Web
across 53 across 53 plants globally.plants globally.
As of 2004: As of 2004: Launched Launched 53 communities of 53 communities of practice. 2,334 Focal practice. 2,334 Focal Points: Vehicle Points: Vehicle Assembly, Plant HR, Assembly, Plant HR, Paint Engineering, Paint Engineering, Ergonomics, Safety, Ergonomics, Safety, Plant IT, Finance, Plant IT, Finance, Environmental…Environmental…
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BPR PrinciplesBPR Principles
Capture only Capture only Proven, High Proven, High
Value PracticesValue Practices
Value-Add to Value-Add to business business must be must be
identifiedidentifiedManage the Manage the
ProcessProcess
Business Partners Business Partners provide theprovide the content content and and
thethe people, people, IT group IT group provides theprovides the enabling enabling
tooltool
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Practice Practice Implemented Implemented
at a Ford at a Ford FacilityFacility
Review by Review by each Locationeach Location
ApproveApprove & Distribute& DistributeCollectCollect
Management Management Review Review
of Resultsof Results
Adopt/ Adopt/ Don’t AdoptDon’t Adopt
DecisionDecision
LessonsLessonsLearnedLearned
InspirationInspiration
FPSFPS
CPIPSCPIPS
SiteSiteVisitsVisits
Practice is Proven Practice is Proven AND generates AND generates
ValueValue
TaskTask
Best Practice Replication with prescribed Roles & ResponsibilitiesBest Practice Replication with prescribed Roles & Responsibilities
Many Many Sources of Sources of
IdeasIdeas8Ds8Ds
Selection and Replication of Selection and Replication of Proven Practices at FordProven Practices at Ford
6-Sigma6-Sigma
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Typical BPR Typical BPR Community of PracticeCommunity of Practice
Senior Senior LeadershipLeadership
Site 1Site 1
Focal PointFocal Point
Site 3Site 3Site 2Site 2 etc.etc.
Community Gatekeeper
Knowledge
WorkersKnowledge Workers Knowledge Workers Knowledge Workers
Focal PointFocal Point Focal PointFocal Point Focal PointFocal Point
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Best Practice Replication 9 Step Process
DRAFT PRACTICE: Focal Point at Locations enter Proven Practices:
1REVIEW DRAFT PRACTICES:
Gatekeeper looks for replicable practices;
Collaborates with SMEs.
APPROVE PRACTICE: Gatekeeper approves only
replicable high-value practices.
PUSH the KNOWLEDGE: Outlook email notification to all Community
Focal Points at each Location.
PRACTICES REVIEWED by each location team
members for applicability.
ADAPT/ ADOPT/ NOT ADOPT DECISION made at each
location. “Copy with Pride”
FEEDBACK: Focal Point at each location enters adopt/not adopt
decision.
REPORTS: Progress Reports available to all
PEER RECOGNITION of practice originators &
replicators.
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654
7 8 9
3
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BPR Results SummaryBPR Results Summary
2,800+ active high value 2,800+ active high value practices.practices.
Since 1996: Average Since 1996: Average of 10,000+of 10,000+ replications/yrreplications/yr
53 Communities of 53 Communities of PracticePractice
2,334 active Focal 2,334 active Focal PointsPoints
ProcessProcess licensed to Shell Oil, licensed to Shell Oil, Nabisco, Kraft Foods, and US NavyNabisco, Kraft Foods, and US Navy
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ContactsContacts
Stan Kwiecien Stan Kwiecien [email protected]@ford.com
Best Practice Replication Deployment Best Practice Replication Deployment ManagerManager
Sanjay SwarupSanjay [email protected]@ford.com
Senior Knowledge Management Senior Knowledge Management SpecialistSpecialist
Dar WolfordDar [email protected]@ford.com
Manager, Venture Transitions and Knowledge Manager, Venture Transitions and Knowledge ManagementManagement
Robyn ValadeRobyn [email protected]@ford.com
Best Practice Integration Best Practice Integration ManagerManager
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Applying KM to Improve Quality # 1Applying KM to Improve Quality # 1
KM System must capture Knowledge AND KM System must capture Knowledge AND value metrics (Cost Savings, Quality, etc.)value metrics (Cost Savings, Quality, etc.)
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Applying KM to Improve Quality # Applying KM to Improve Quality # 11
BPR has 168 different types of value BPR has 168 different types of value metrics in 6 broad categories metrics in 6 broad categories
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Applying KM to Improve Quality # Applying KM to Improve Quality # 11
Illustrative examples will be Illustrative examples will be displayed and discussed displayed and discussed during the presentationduring the presentation
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Applying KM to Improve Quality # 2Applying KM to Improve Quality # 2
KM System must capture KM System must capture Quality Improvement PracticesQuality Improvement Practices
from ALL areas of the Enterprise.from ALL areas of the Enterprise.
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Applying KM to Improve Quality # Applying KM to Improve Quality # 22
Illustrative examples will be Illustrative examples will be displayed and discussed displayed and discussed during the presentationduring the presentation
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Paint EngineeringPaint Engineering Final AssemblyFinal Assembly Stamping OperationsStamping Operations
EnvironmentalEnvironmental Ford FinancialFord Financial Industrial MaterialsIndustrial Materials
Human ResourcesHuman Resources Lean Manufacturing (Ford Production System)Lean Manufacturing (Ford Production System) EnergyEnergy
All 53 Communities of Practice share quality improvement practices: Examples
Applying KM to Improve Quality # 2Applying KM to Improve Quality # 2
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Applying KM to Improve Quality # 3Applying KM to Improve Quality # 3
Capture the replication and feedback Capture the replication and feedback of Improved Quality Practicesof Improved Quality Practices
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Applying KM to Improve Quality Applying KM to Improve Quality # 3# 3
Illustrative examples will be Illustrative examples will be displayed and discussed displayed and discussed during the presentationduring the presentation
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Applying KM to Improve Quality # 4Applying KM to Improve Quality # 4
Establish a Robust process toEstablish a Robust process to
transfer replicable findings of closed 6-transfer replicable findings of closed 6-Sigma projects to the KM SystemSigma projects to the KM System
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Applying KM to Improve Quality # Applying KM to Improve Quality # 44
Illustrative examples will be Illustrative examples will be displayed and discussed displayed and discussed during the presentationduring the presentation
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Applying KM to Improve Quality # 5Applying KM to Improve Quality # 5
Leadership MUST provide ongoing Leadership MUST provide ongoing encouragement and support for encouragement and support for
initiating AND replicating Quality initiating AND replicating Quality Improvement PracticesImprovement Practices
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Applying KM to Improve Quality # 5Applying KM to Improve Quality # 5
Sample of Recognition given to Initiators Sample of Recognition given to Initiators
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Why use KM to Leverage Quality Why use KM to Leverage Quality Efforts?Efforts?
Quality Improvement without KM
Quality Improvement
with KM
Quality Local only Enterprise-wide
Value
Effort
Value generated is local only
Maximize Value Enterprise-wide
Minimal additional effort for Enterprise-wide replication
Max effort at one location
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High KM activity AND High Quality High KM activity AND High Quality Improvement activity = Maximum Improvement activity = Maximum
ValueValue
KM activity
Medium Value Maximum Value
Medium ValueMinimum Value
Quality Improvement Activity
HighLow
Low
High
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Recap:Recap: Applying KM to Improve Quality Applying KM to Improve Quality
1: Capture Knowledge AND Value Metrics
#2: Enable enterprise wide capture of #2: Enable enterprise wide capture of Quality improvementsQuality improvements
#3: Replicate and capture feedback#3: Replicate and capture feedback
#4: Robust Process of linking KM and 6-Sigma#4: Robust Process of linking KM and 6-Sigma
#5: Leadership MUST provide #5: Leadership MUST provide ongoingongoingencouragement and supportencouragement and support