Kraft Foods Group, Inc. Knowledge Capture and Transfer at Kraft Foods KM@ KSU Webinar Series March 20, 2014 Kraft Foods RDQ&I Knowledge Management Nanako Mura Jeni Wolf
Jan 20, 2016
Kraft Foods Group, Inc.
Knowledge Capture and Transferat Kraft FoodsKM@ KSU Webinar SeriesMarch 20, 2014
Kraft Foods RDQ&I Knowledge ManagementNanako MuraJeni Wolf
Kraft Foods Group, Inc.2
AGENDA
• Context– About Kraft Foods and KM – Our KM strategy and approach
• Defining and Capturing Critical Knowledge– Assessing and prioritizing areas for Knowledge Capture– MASK method for capturing and modeling tacit knowledge– Knowledge Mapping for role transitions
• Final Thoughts
Kraft Foods Group, Inc.3
Kraft at a Glance
• Our products are found In 98% of U.S. households, 99% in Canada• 10 brands with more than $500MM in 2012 annual sales• Another 19 brands over $100MM• $18+ billion net revenue• More than 23,000 employees
Source: Kraft Foods Group, Nielsen
Kraft Foods Group, Inc.4
Over 300 Years of Iconic Brands… and Counting
Source: Kraft Foods Archives
1966
1972
1975
1983
1988
1979
1965
1777
1780
1862
1870
1880
1899
1903
1905
1906
1927
1928
1930
1933
1937
1954
1959
1957
1982
2004
2011
1889
1896
1883
1897
1892
1800 19001700 2000
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Madison
GlenviewTarrytown
East Hanover
Kraft has over 750 R&D employees located across US and Canada
RDQ&I Centers
Satellite locations
MontrealToronto
Memphis
Kraft Foods Group, Inc.6
Business Units
Research, Development, Quality and Innovation Organization
Chuck DavisEVP
RDQ&I
Canada Research & Supplier
IntegrationQuality and Food
Safety
Oscar Mayer
Foodservice
Beverage
Cheese & Dairy
Enhancers and Snack Nuts
Packaging Research and Innovation
Strategy
Center Support
Meals and Desserts
Assoc. Director- IP, KM, Training
Nanako Mura
Assoc. Prin. Scientist - KMJeni Wolf
Assoc. Prin. Scientist – IPRathna Koka
KM, IP AnalystKathy Sullivan
Assoc. Prin. Scientist - Training
Open
Kraft Foods Group, Inc.7
Role of the Knowledge Management Team
• Internal knowledge capture, transfer & reuse• Access to external knowledge and information• Training Academy
Provides foundational capabilities for RDQ&I to create winning products
• Knowledge capture tools• Documentation tools• Collaboration tools
Source of best practices and tools
• Management of subscription databases, licenses, print resources, doc delivery
Capture and lever economies of scale
• Technical landscape search• Management of physical libraries• Administration of tools
Subject matter expertise that BU’s cannot fully
establish on own
Kraft Foods Group, Inc.
Impetus for creating a Knowledge Management strategy
Knowing What We Know
Kraft Foods Group, Inc.9
Situations resulting in knowledge at risk
Retirements
Internal moves
Attrition
R&D center relocation
Geographic dispersion
Re-structuring and decentralization
Spin-off/divestiture
Kraft Foods Group, Inc.
Over the last 3-4 years, the KM strategy has focused on helping R&D “Know What We Know”
10
Expertise ManagementConnect to and lever experts
Documentation & Content Management Capture, organize, transfer & archive information
Collaboration & Social Networks Lever the collective power of the organization
Tacit Knowledge CaptureCapture experiential knowledge, know how
Underlying everything are tools/processes and change management
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Knowledge management plays an important role in supporting Kraft’s mission and key strategies
Make Kraft THE North American Food & Beverage Company
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Assessing Tacit Knowledge Needs
Identify Knowledge
Fields of Interest
Collect Information on
Criticality
Analyze of Each Field
Prioritize Critical Fields for Capture
• Based on MASKII a technique developed by the French Atomic Energy Commission by staff at the Universite de Technologie de Troyes
• Structured approach
• Identify most critical fields at risk
• Match those fields with an appropriate KRT method
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Identify Fields of Knowledge for Retention
• Solicit a list from RDQ&I Leadership
• Representation from each Business Unit
• Focus on areas most important to the Business– Employees likely to retire in the next 1-3 years– Technical areas with uni-personal knowledge– Technologies that are critical but not formally documented
KM Group Role: Prioritize needs against resource availability and available techniques
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Identify Critical Knowledge
• Rare– Number and availability of knowledge holders– Availability of knowledge outside Kraft– Are we a leader in this field
• Useful– Alignment with mission and goals– Emergence of the field– Adaptability of the field
• Difficult to acquire– Difficulty of identifying sources for the knowledge– Role of networks
• Difficult to apply– Depth of the knowledge– History of the field– Role of external factors
Evaluate both present and predicted future
criticality
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Interview Process
• 2 technical experts + 1 manager per knowledge field
• Scored the knowledge field against the 11 questions– Questions were not shared prior to the interview– Interviews were less than 30 minutes each
• Gathered commentary– Gives meaning and depth to the score– Used to help scope out knowledge capture– Gathered names of additional people with expertise
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Criteria Level 1 Level 2 Level 3 Level 4Expert 1 Choice Expert 1 Commentary
Expert 2 Choice Expert 2 Commentary
Manager Choice
Manager Commentary
Number and Availability of Kraft Knowledge Holders
Universal:Everyone in the Kraft unit controls the knowledge of the field.
Shared:Many people with the company share expertise and they are readily available.
Rare:Few people at Kraft share the expertise and they are not very available.
Unipersonal:There is a single expert are unavailable most of the time or is no longer with Kraft.
Availability of Knowledge Outside of Kraft
Externalizable:Other orgs practice the field and can carry out work. Can be easily externalized.
Common:Other orgs practice the field, but it cannot be easily externalized.
Specific:Very few organizations practice the field - it is rare.
Exclusiveness:Kraft is the only org that has competencies and know-how in the field, it is impossible to get from the outside.
Leadership
Minor:Kraft plays a very minor role in this field.
Secondary:Kraft plays in this field, but is not known for our contribution.
Major:Kraft is one of the most active organizations in this field.
Dominant:Kraft has proven dominance in the field and is recognized as a leader.
Alignment with Kraft's Mission and Goals
Interest not expressed:The strategy does not mention this field.
Expressed interest:The strategy mentions this field, but depends only slightly on it to achieve its objectives.
Strong expections:The field plays a larger role in achieving strategic objectives, but is not the largest factor.
Priority:The field is identified as integral to achieving strategic objectives.
Emergence
Old or substitutable:It is an old field of knowledge and can be replaced by a more current field
Field under development:The field is emerging, but the way in which it is developing doesn't correspond to Kraft's objectives.
Current field:The field is emerging at a steady rate and developing in a way that links to Kraft's objectives.
EmergenceThe field is emerging quickly and in a way that is strongly linked with Kraft's objectives. We have an interest in pushing the emergence of the field.
Adaptability
Non adaptable:Reuse is never considered, adaptation for another context is impossible.
Slightly adaptable:Knowledge can be used in different contexts, but it is diffi cult to adapt.
Adaptable:It is possible to use and adapt the knowledge to different contexts.
Easily adaptableThe knowledge is reusable and easily adaptable to other contexts.
Diffi culty of identifying sources for the knowledge
Structured:Everyone has the means to id the person and/or information that they need in the field.
Organized:Kraft has tools or networks in place for people to find what they need, but these resources are not always known to everyone.
Personalized:Each individual has their own network, tools or method of finding the information that are not shared.
Unorganized:It is diffi cult for all to find what they need. Everytime a need arises is an emergency. No or few networks, tools or standard methods.
Role of networks
No need of network:Having command of the field does not require a network.
Accessible network:It is simple and easy to build a network in the field of knowledge. Networks are useful, but not absolutely necessary.
Complicated network:It is simple and easy to build a network in the field, and a network is necessary to have command of the field.
Complex network:It is diffi cult and time consuming to build or connect with a network. The people involved with the field are heterogeneous and aren't thought of as a single community.
Depth of the knowledge
Non expert:This field isn't one where anybody is considered an expert.
Technical:We have the knowledge we need to solve problems, but not to really explain the problems.
Specialist:We have the knowledge to solve problems and explain why the solution worked.
Expert:We have the knowledge to solve complex problems with complex solutions that are understood, identified and explained.
History of the knowledge
Insignificant history:The field is recent, or its history isn't known.
Existance of history:There are some notable events in the history of the field, and understanding just the notable events is enough to understand the field.
Marked history:Understanding the history of the field is helpful in mastering the area.
Historical base:It is impossible to understand the field without knowing its history. History is an integral part of the field.
Dependence on the environment
No dependence:The field is self contained. There is very little dependence on internal or external factors.
Internal dependence:The development of the field relies on Kraft regulations and environmental factors.
Controllable dependence:The development of the field relies on environmental factors, but it has some influence over those factors. (Contracts, org. objectives)
Uncontrollable dependence:The development of the field is dependent on unavoidable external factors which it does not have influence over. (Regulations, budgets)
Additional Commentary
Rarit
y of
the
Know
ledg
eSt
rate
gic
Brea
dth
of th
e Kn
owle
dge
Diffi
culty
of A
cqui
ring
the
Know
ledg
eD
ifficu
lty o
f Usi
ng th
e Kn
owle
dge
Kraft Foods Group, Inc.17
Analyze Each Field of KnowledgeCriteria Meat Beverages Dairy Quality Snacks Packaging Meals Coffee Shared Tech.
ExpertsW. Barron
S. BrackebuschC. Sawyer
J. BarilD. Parker
A. Thompson (juice)
D. ReddyB. Dias
C. Galer?P. Gass?
D. SemanS. QuickertC. Austin?
D. SmythR. Sauer
T. TedeschiA. del Castillo
R. VillotaG. Haro
R. ApiscopaJ. Zimmerman
D. HayesN. Rerngsamai
D. JohnsonM. Bordonaro
ImpactsY - Barron (conf. no
extension)
Y- Baril Extended to 12/2013
Y - Andy Thompson
extended to 08/2013
Y - Reddy None None T. Tedeschi NoneY - Apiscopa (no extension) and
HayesNone
Number and Availability of Kraft Knowledge Holders
6 5 7 6 4 6 7.5 6 5
Availability of Knowledge Outside of Kraft
6 4 3 4 4.5 6 6 6 4
Leadership** 3 4 2 4 4 3 3 3 3
TOTAL 15 13 12 14 12.5 15 16.5 15 12
Alignment with Kraft's Mission and Goals**
3 4 4 4 4 4 4 4 4
Emergence 5 6 7 8 5 6 3 4 2
Adaptability 4 5 6 5 5 8 2.5 3.5 6
TOTAL 12 15 17 17 14 18 9.5 11.5 12
Diffi culty of identifying sources for the knowledge
6 4 6 6 6 4 7 6.5 5
Mobilization of networks 6 6 6 7.5 6 6 8 7 6
TOTAL 12 10 12 13.5 12 10 15 13.5 11
Depth of the knowledge 7 8 6.5 5.5 4 6 6.5 7 8
History of the knowledge 6 8 5 6 7 6 3 6 8
Dependence on the environment
6 6 5 6 6.5 6 3 6 4
TOTAL 19 22 16.5 17.5 17.5 18 12.5 19 20
58 60 57.5 62 56 61 53.5 59 5552 52 51.5 54 48 54 46.5 52 48TOAL MINUS MANAGER INPUT
OVERALL TOTAL
Plan
ning
Stra
tegi
c Br
eadt
h of
the
Know
ledg
eRa
rity
of t
he K
now
ledg
eDi
fficu
lty o
f Acq
uirin
g th
e Kn
owle
dge
Diffi
culty
of U
sing
the
Know
ledg
e
Kraft Foods Group, Inc.
Prioritizing Each Field of Knowledge
18
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Prioritized Fields for Capture
• Scores sub totaled for each area of criticality
• Scores totaled for each Field of Knowledge
• Final recommendation based on 3 factors:– Scores– Commentary– Timeline of retiring experts
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Knowledge Books and the MASK Method
(Method for Analyzing and Structuring Knowledge)
• First developed for the French Atomic Energy Commission
• Later developed at academic institutions
• Further developed through applications in large companies
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Success Factors
• The expert(s) must be available to participate and make the Knowledge Book a priority– Management support is key– Engage a Recipient early to support the expert
• The needs of future recipients of the Knowledge Book must be considered
• Existing relevant documentation should be included in the Knowledge Book– By reference or including the content– Important not to under estimate time requirements of this step
• Knowledge Books should be living objects– A champion identified to own it and socialize it– Integrated into training on the topic
• The field covered by the Knowledge Book must be largely stabilized– 80% well defined and stable; 20% exploratory and growing
• Human factors– Ability of experts to communicate knowledge in a structured format
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End Product
• PowerPoint in editable form• Table of Contents is the Entry Point into the Knowledge Book; click to navigate
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Knowledge Book Steps
Scoping Interview
Knowledge Conversation
1(Immersion)
Knowledge Conversation
N
Integration of relevant
documentsValidation Sharing
2 H 4 H 4 H TBD 2-6 Wks…
All interviews are recorded
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Scoping the Knowledge Book
• Define the breadth and depth of the field of knowledge
• Identify areas for focus
• Identify areas that are out of scope
• Incorporate information gathered during the knowledge assessment
• Validate and obtain feedback– Direct manager of Expert– Knowledge Book Champion– Knowledge Book Recipients
• Scope flexes during the process and is non-exhaustive
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MASK Elicitation Interviews
• 1:1 meetings between the facilitator and the expert– 1 expert at a time to avoid cross talk between experts
• Facilitator has no prior knowledge of the subject– Avoid assumptions and bias– Common question are why, how, what else, what is next
• Scope document helps initiate conversation– Conversation is allowed to flow naturally
• Modeling is done via notes on large pieces of paper– Computer is avoided – digital distraction
• Audio of conversation is recorded– Used to help fill in the models– 4 hours of elicitation takes 8-16 hours to fully model
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MASK Modeling Fundamentals
A body of knowledge (Knowledge Corpus) can be reflected in 6 points of view:
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Sample MASK Activity Model
Rest the dough
• Refrigerator• Plastic wrap
Dough
Prepare the pie dough
• Bowl• Pastry Cutter• Measuring Cups
• Ingredient knowledge• Process knowledge
• Flour• Butter• Water
Shape the crust
• Rolling pin• Pie plate
Dough know-how
Rested Dough
Bake the crust
• OvenKnowledge of
baking phenomena
Crust ready to
bake
Baked Crust
• It is best to roll the dough on a smooth surface like a stone countertop
• Use a small amount of flour to avoid sticking. Too much flour will toughen the dough
?
Making a Pie Crust
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Sample MASK Phenomenon Model
Triggering Event:• Combining of
ingredients• Cooking
Source Target
Flaky pie crust
Influence
• Type of flour• Type of fat
Flour particles coated in fat
Flow
• Steam is released • Doug is slightly expanded.
• Initial oven temperature impacts steam generation
• Size of coated flour particle impacts final texture
• Over mixing of ingredients can limit steam
Consequence:• Thin and flaky
crust
• Water is converted to steam during baking.
Baking a Pie Crust
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Sample Concept ModelPastry
Pastry
Pie Pastry Yeast Dough Cakes
Sheet CakesMuffins
• Bread• Bagels
Sweet DoughBread DoughFlaky CrustShort Crust
• Sweet rolls• Donuts
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Sample Task ModelMaking Bread
Making Bread
Measure flour into
a bowl
Set ½ cup of flour aside
Cover the loaf and rise
Form the loafDust hands with reserved flour
Knead the dough
Add additional ingredients
Leave as is
Make a well in the flour
Add water
Add yeast
Specialty bread Plain bread
Bake the loaf
// //
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History ModelEvolution of the Knowledge Domain
Timeline AEx. Product
Development
Timeline BEx. Package
Development
Timeline CEx. Product Launch
Generation 1 Generation 2 Generation 3
Generation 1
Generation 1 Generation 2
OBJECTIVE
OBJECTIVE OBJECTIVE
Generation 2
• Milestone (date)
• Milestone (date)
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Lineage ModelEvolution of Specific Concepts or Objects
1st Generation
Start Date – End Date
Pros and cons
2nd Generation
Start Date – End Date
Pros and cons
3rd Generation
Start Date – End Date
Pros and cons
Evolution Drivers
Evolution Drivers
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Structure of a Knowledge Book
• Table of Contents is the starting point
• Divided into sections accessed by links from a Table of Contents
• Many links within the models to additional explanation and related materials
• Elicitation style and approach of the expert drives the end product– Books that have fewer models and more text explanation– Books that have more models and more pictures and charts
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Example of a Highly Visual Book
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Example of a Highly Textual Book
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Advantages of Knowledge Modeling
• A picture is worth a thousand words
• Wide applicability – not case specific
• Ability to reflect a complex knowledge area– Captures decision processes and ways of thinking– Several models taken together for a complete depiction– Extensive linking of models and content
• Integrates and incorporates information sources– If a document exists incorporate rather than re-model– Link to external content, reference it or add it verbatim within the book– Ex. Technical Reports, photos, videos, books, journal articles
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Socializing the Knowledge Book
• Expert and/or Knowledge Book Recipient presents the book
• Expert and/or Knowledge Book Recipient submits the book as a Tech Report in R&D Suite
• Champion communicates the existence of the book
• Recipient updates the book
• Used as an element of formal training classes offered through Kraft University
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Process Cheese Knowledge Book – 18 Months Later
• Systematically shared via presentation shortly after completion
• Contents are generalized for training for non-technical internal audiences
• Verbatim excerpts for technical training• Tool for new employee orientation• Used by senior experts as a standard
reference
“I found it extremely enlightening because it highlighted and put structure on what we learn. Often we create knowledge in seemingly random efforts, but this exercise help organize our areas of expertise and even highlight areas that could use more attention in the future” – Kraft expert
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Additional Reading
How to capitalize knowledge with the MASK method?Nada Matta; Jean-Louis Ermine; Gerard Aubertin; Jean-Yves Trivin
http://aries.serge.free.fr/document/How%20to%20capitalize%20knowledge%20with%20the%20MASK%20method.pdf
The MASK Method:http://aries.serge.free.fr/document/The%20MASK%20Method%20.pdf
English Documents from Jean-Louis Erminehttp://aries.serge.free.fr/index.php?page=content/MASK/SA32#English
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Knowledge Mapping
• For fast knowledge retention and transfer
• Mind map of responsibilities and activities that make up a role
• Shows connections and interdependencies within a role
• Act as a training guide for managers who are new to their roles
• Identify knowledge that is unique to an individual
• Blueprint for future knowledge transfer
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Sample Knowledge Map (Concise View)
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Final Thoughts
• Keys to Success– Senior Management support and advocacy– Must be business driven– Make it engaging and rewarding for the experts
• Involvement in Knowledge Retention and Transfer Activity is the ultimate professional complement