APQC Bombardier May_Webinar_FINAL

IMPLEMENTING KNOWLEDGE

MANAGEMENT AT BOMBARDIER

APQC May Knowledge Management Community Call

Presented by:

Marco Beaulieu, Head of Knowledge Management

Practice and Magali Deschênes, Knowledge Management

Specialist

www.apqc.org

©2015 APQC. ALL RIGHTS RESERVED.

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SPEAKERS

Marco Beaulieu

Head of Knowledge

Management

Magali Deschênes

Knowledge Management

Specialist

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KNOWLEDGE

MANAGEMENT

Let the sum of our knowledge

exceed expectations

KNOWLEDGE

MANAGEMENT

AT BOMBARDIER

Marco BEAULIEU

Head of Knowledge Management Practice

Magali DESCHÊNES

Knowledge Management Specialist

May 21st, 2015

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KNOWLEDGE MANAGEMENT AT BOMBARDIER

Agenda

BOMBARDIER OVERVIEW KNOWLEDGE

MANAGEMENT JOURNEY KNOWLEGDE DOMAIN

SUPPORT

HERITAGE PROJECT COLLABORATION

PLATFORM

VISION AND

NEXT STEPS

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Agenda



SUPPORT


PLATFORM

VISION AND

NEXT STEPS

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BOMBARDIER OVERVIEW

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Revenues: $9.6 billion

Customers in more than 60 countries

Presence in 41 countries

Employees: 39,700

Headquarters in Berlin, Germany

Bombardier Transportation

(Fiscal year ended December 31, 2014)

Revenues: $10.5 billion

Customers in more than 100 countries

Presence in 26 countries

Employees: 34,100

Headquarters in Montréal, Canada

Bombardier Aerospace Activities (Fiscal year ended December 31, 2014)

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BOMBARDIER OVERVIEW

We offer a broad aircraft portfolio

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Business Aircraft Commercial Aircraft

Learjet Family

Challenger Family

Global Family

Q-Series Turboprops

CRJ Family

CSeries Family

Specialized Aicraft

Amphibious

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SUPPORT


PLATFORM

VISION AND

NEXT STEPS

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Time in the

office

Looking for

missing info

Design, analysis,

and business

value-added

Document

mgmt

Searching for

info

Rework Meetings

Informed design

decision making

Repetition

Document Management

Additional manipulations

Meeting management

• Missing stakeholder

• Purpose not clearly

defined

NVA

KNOWLEDGE MANAGEMENT JOURNEY

Case for change

Engineers report more than 30% of their time in office

is spent on non value-added (NVA) tasks

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TODAY:

• Multiple uncoordinated databases

• Poor search functionalities

• A loose network of engineers

• Experts fire fighting on programs

• Existing knowledge that is not shared

• Poor incentives to create new knowledge

TOMORROW:

Efficient knowledge marketplace :

Knowledge communities

Detailed company directory

One-stop search tool

Codification systems for reusable

knowledge

1

2

3

4

5

6


Case for change

REOCCURRING DESIGN ISSUES AND

TIME LOSS IN SEEKING KNOWLEDGE

AND EXPERTISE

REDUCED REPEATED MISTAKES AND

INCREASED EFFICIENCY FOR OUR

EMPLOYEES

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How do we support BOMBARDIER’s priorities?

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ACHIEVE FLAWLESS EXECUTION

Harness collective knowledge

Increase communication alignment and

efficiency

Improve professional networking

between experts

Provide high quality end-products

Improve organizational effectiveness &

productivity

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How are we structured to thrive?

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STEERING COMMITTEE

KNOWLEDGE DOMAINS

KEY ROLES :

• Knowledge

Management Specialist

• Change Management /

Communication

Specialist

• Information

Technology Specialist

Control

Systems Propulsion Acoustics

Cabin

Interior Electrical

HUMAN RESOURCES

INFORMATION TECHNOLOGY

KNOWLEDGE MANAGEMENT

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Agenda



SUPPORT


PLATFORM

VISION AND

NEXT STEPS

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What is

Knowledge

Management?

Who knows what?

Anything new?

How to

collaborate?

Where to

find stuff?

How to be more

effective in my

job? (Know

How)

How can I

improve my

competency?

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KNOWLEDGE DOMAIN SUPPORT

What’s in it for knowledge domain community members?

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Easily find

experienced

individuals with the

most appropriate expertise

across BOMBARDIER

Have BOMBARDIER

wide knowledge documents and links at

the end of your

fingertips

Improved

communication and

bridge silos around you

Work through the barriers to

your productivity by reusing

“what we know”

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CONNECTING

• people and bridging silos

SHARING

• knowledge and best practices

SUCCEEDING

• in solving problems and helping each other


Why launching knowledge domains at BOMBARDIER?

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“Connect engineers into

a network of knowledge

to foster ongoing

innovation”

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28 Engineering Communities of Practice

KNOWLEDGE DOMAINS

Acoustics Flight Test

Aerodynamics Flight Deck Design

Aircraft Configuration Loads & Dynamics

Airworthiness Mass Properties

Airframe Structure Materials and Processes

Avionics Pneumatics

Cabin Interior Product Integration

Cabin Systems Program Management

Configuration Management Project Management

Control Systems Propulsion

Electrical Reliability Maintenance & Safety

Electronic Equipment Design

Assurance Stress

Electromagnetism System Simulation

Experimental Thermodynamics

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Knowledge Owner

Knowledge

Focal

Subject Matter Experts

Senior Engineers

Community Members

Montreal

Toronto Wichita

Belfast

Knowledge Domain Key Roles

Knowledge

Focal

Knowledge

Focal

Knowledge

Focal …


Structure

Business

Aircraft Commercial

Aircraft

Aerostructures

Product

Development

Engineering

Queretaro

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Knowledge Owner: Community Manager

• Strategic Leader

• Inspirational Leader

• Technical Leader

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How did the APQC’s maturity model help us structure our reality?

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Stakeholders

Engagement and

Knowledge Owner

Nomination

Governance and

Onboarding / Kick-off

Knowledge Transfer

Knowledge Gaps

Technical Training Plan

Lessons Learned and

Social Learning

Ideation

Level 5 Innovate

Level 4 Optimize

Level 3 Integrate

Level 2 Develop

Level 1 Initiate

Continuous

Improvement &

Standardization

Cross Community

Collaboration

Value Added

Practices

Community

Structure

Community

Creation

Learning

Organization

Leverage

Knowledge

Share

Knowledge

Connect

People

* APQC:American Productivity & Quality Center

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How did we transfer the maturity model into action?

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• Vision, mission and objectives (as per each discipline)

• Stakeholders Map

• Domain and sub-domains breakdown

• Community members list

• Detailed action plan for each level

• Important links to toolbox

REFERENCE DOCUMENT

• An onboarding kit for all key roles of the knowledge domain

• Templates and guidelines for each activity / deliverable

• Examples for all deliverables

TOOLBOX

• Evaluation of knowledge domains’ maturity as per 9 key parameters

MATURITY ASSESSMENT

• Leadership balance scorecards

• Maturity Level

• Adherance to plan

• Gap closure adherance to plan

GOVERNANCE & KPIS

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Key Success Factors

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STRONG ALIGNMENT WITH

HUMAN RESOURCES

KEY PERFORMANCE

INDICATORS AND SUCCESS

STORIES

COMPELLING CHANGE

MANAGEMENT STRATEGY

DEDICATED KNOWLEDGE

MANAGEMENT SPECIALISTS

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Agenda



SUPPORT


PLATFORM

VISION AND

NEXT STEPS

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HERITAGE PROJECT

Managing organizational memory with intergenerational knowledge transfer

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The Heritage was launched to address two major issues :

• Population is aging and a high proportion of their workers is set to retire.

• New employees need to acquire knowledge rapidly to integrate it into their workplace.

• Objectives:

• Elaborate best practices / a new methodology to capture and share knowledge within the

Aerospace cluster.

• Develop a set of processes and tools to capture and share knowledge amongst

generations.

• Deliver a toolbox to capture people’s “Heritage” at BOMBARDIER.

• Approach:

• Research-action project led by the Aerospace cluster & HEC Montreal

Jean-François Harvey, (2012),"Managing organizational memory

with intergenerational knowledge transfer",

Journal of Knowledge Management, Vol. 16 Iss: 3 pp. 400 - 417

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Methodology: a five step process:

1 • Identify Knowledge Transfer opportunity

2 • Identify critical Knowledge to transfer

3 • Define Knowledge Transfer Program

4 • Execute Knowledge Transfer Program

5 • Present & share output of program

Knowledge Mapping

& critical knowledge

assessment

Knowledge

Transfer Program

Mentoring, coaching,

knowledge capture /

transfer

Share and socialize

the candidate’s

heritage

Demography

Analysis

Managing organizational memory with intergenerational knowledge transfer

HERITAGE PROJECT

Key deliverables:

• Competency assessment

• Mission-Critical knowledge “mind map”

• Knowledge transfer plan and status update

• Knowledge capture/sharing events

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HERITAGE PROJECT OVERVIEW

Key Takeaways

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Ensure Heritage process is integrated in Human Resources best practices

Launch Heritage Program minimum 12 months before retirement date

Involve peers in knowledge capture sessions

Offer blended “Heritage” solutions (video, podcast, use cases, etc.)

Integrate Heritage outputs to corporate training curriculum

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SUPPORT


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VISION AND

NEXT STEPS

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COLLABORATION PLATFORM

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The Collaboration Platform

will…

Enable the integration of content

management, workflows,

enterprise search, and social

collaboration.

Provide faster access to critical

knowledge for Product

Development programs

Implement a solution for the engineering community to capture,

organize & disseminate reusable knowledge.

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://mobilemarketingwatch.com/category/mobile-marketing/mobile-technology/mobile-software/&ei=DQpaVcT6HuH9sATwkYHgDw&bvm=bv.93564037,d.cWc&psig=AFQjCNEc0dWM0kHTUnE9duKnSN4PVt7vaw&ust=1432050547455436

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High level scope

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Collaboration

Platform

Enterprise Search

Tacit Knowledge

Capture

Int. Capital Security Control

Enterprise Taxonomy

Automated workflow

Contribution Recognition

Collaboration functionalities

Content Management Capabilities

Expert Locator

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Key Takeaways

Perform a pilot project to refine the vision and the business requirements.

Involve engineers from the get go to capture feedback and create a “power user” community.

Implement a taxonomy to structure content and ease search of information.

Co-own the delivery of the enterprise solution with the Information Technology Team.

Support deployment with a solid change management strategy.

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SUPPORT


PLATFORM

VISION AND

NEXT STEPS

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VISION AND NEXT STEPS

Using knowledge management to drive innovation

Efficient innovation—Access to information, ideas, and experience enables individuals and

teams to devote their time to build on good ideas and incorporate them into innovative

products and processes.

1. Managing technical and scientific information

2. Centrality of information technology and repositories

3. More conscious knowledge management

4. A bias against reuse of knowledge

5. Expertise locators

6. Communities of practice (CoPs)

7. Human resource practices

8. External collaboration

9. KM infrastructure and resources

10. Measurement

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*APQC - Using Knowledge Management to Drive Innovation.

http://www.google.ca/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://www.ennomotive.com/why-beautiful-questions-will-lead-to-better-innovation/&ei=T6VbVdv8Loq9yQT9goHQCA&bvm=bv.93756505,d.aWw&psig=AFQjCNFgmoKKkDDOgN50LYDwwWzoa6SLDg&ust=1432155825232958

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Conclusion

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Executive sponsorship:

• Our #1 priority in developping a strong Knowledge

Management practice.

Benchmarking and R&D:

• A must have to implement and evolve Knowledge

Management methodologies and tools.

Alignment with business objectives:

• The only strategy that can drive engagement and

performance.

Change management:

• A key component to ensure communities thrive.

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Key documents we have used from APQC

Sources and references:

• Level of Knowledge Management Maturity

• Expertise Locator Systems

• Executive’s Role in Knowledge Management

• Improving the Flow of Knowledge in Product Development

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www.apqc.org

©2015 APQC. ALL RIGHTS RESERVED.

The Recap

Knowledge Management Conference. www.apqc.org/kmconf15

http://www.apqc.org/kmconf15

QUESTIONS

THANK YOU!

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