知識(shí)管理改進(jìn)質(zhì)量ppt課件

1、Sanjay Swarup, Senior Knowledge Management SpecialistFord Motor CompanySanta Clara, CaliforniaApplying Knowledge Management to Improve QualityHigh Priority given to Quality at Ford Motor CompanyStrategy: Quality is JOB #1Quality Operating System (QOS) Performance to StandardsQuality Leadership Initi

2、ative (QLI)Engage all employeesConsumer Driven 6-SigmaData driven decision makingLeverage Quality Improvement ProgramsCorporate Strategy: Quality is JOB 1Top Down: Corporate Programs - QOS, QLI, 6-SigmaBottom Up: Employee based proven methods to improve qualityapply Knowledge Management Applying KM

3、to Improve Quality Illustrative examples will be displayed and discussed during the presentationMeasurable Quality Improvements at Ford Motor CompanyJD Power Initial Quality Study: Ford Motor Company products had more than 16% improvement 2002-2003Consumer Reports 2004 New Car Preview 19 Ford Motor

4、Company products received “Recommended BuysWarranty Spending is down 18% from 2002Consumer Driven 6-Sigma efforts saved more than $1.3 B since its inception in 2000Source: FCN December 15th, 2004, & 2003 Annual ReportRanked #4 by Fortune 500Manufacture and distribute automobiles in 200 markets acros

5、s 6 Continents2003 Global Revenues: $164 Billion327,000 Employees2003 - Celebrated 100th AnniversaryVery Brief History ofBest Practice Replication1994: Formalized process of replicating proven practices1995 Faxing best practices amongst vehicle assembly plants1996: Launched Ford Web Hub; BPR used th

6、e Web across 53 plants globally. As of 2004: Launched 53 communities of practice. 2,334 Focal Points: Vehicle Assembly, Plant HR, Paint Engineering, Ergonomics, Safety, Plant IT, Finance, EnvironmentalBPR PrinciplesCapture only Proven, High Value PracticesValue-Add to business must be identifiedMana

7、ge the ProcessBusiness Partners provide the content and the people, IT group provides the enabling toolPractice Implemented at a Ford FacilityReview by each LocationApprove & DistributeCollectManagement Review of ResultsAdopt/ Dont Adopt DecisionLessonsLearnedInspirationFPSCPIPSSiteVisitsPractice is

8、 Proven AND generates ValueTaskBest Practice Replication with prescribed Roles & ResponsibilitiesMany Sources of Ideas8DsSelection and Replication of Proven Practices at Ford 6-Sigma Typical BPR Community of PracticeSenior LeadershipSite 1Focal PointSite 3Site 2etc.Community GatekeeperKnowledge Work

9、ersKnowledge WorkersKnowledge WorkersKnowledge WorkersFocal PointFocal PointFocal PointBest Practice Replication 9 Step ProcessDRAFT PRACTICE: Focal Point at Locations enter Proven Practices: 1REVIEW DRAFT PRACTICES: Gatekeeper looks for replicable practices; Collaborates with SMEs.APPROVE PRACTICE:

10、 Gatekeeper approves only replicable high-value practices.PUSH the KNOWLEDGE: Outlook 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 PrideFEEDBACK: Focal

11、 Point at each location enters adopt/not adopt decision.REPORTS: Progress Reports available to allPEER RECOGNITION of practice originators & replicators.26547893BPR Results Summary2,800+ active high value practices. Since 1996: Average of 10,000+ replications/yr53 Communities of Practice2,334 active

12、 Focal PointsProcess licensed to Shell Oil, Nabisco, Kraft Foods, and US NavyContactsStan Kwiecien skwieciefordBest Practice Replication Deployment ManagerSanjay SwarupsswarupfordSenior Knowledge Management SpecialistDar WolforddwolfordfordManager, Venture Transitions and Knowledge ManagementRobyn V

13、aladervaladefordBest Practice Integration Manager Applying KM to Improve Quality # 1KM System must capture Knowledge AND value metrics (Cost Savings, Quality, etc.)Applying KM to Improve Quality # 1BPR has 168 different types of value metrics in 6 broad categories Applying KM to Improve Quality # 1I

14、llustrative examples will be displayed and discussed during the presentationApplying KM to Improve Quality # 2KM System must capture Quality Improvement Practices from ALL areas of the Enterprise.Applying KM to Improve Quality # 2Illustrative examples will be displayed and discussed during the prese

15、ntationPaint EngineeringFinal AssemblyStamping OperationsEnvironmentalFord FinancialIndustrial MaterialsHuman ResourcesLean Manufacturing (Ford Production System)EnergyAll 53 Communities of Practice share quality improvement practices: ExamplesApplying KM to Improve Quality # 2Applying KM to Improve

16、 Quality # 3Capture the replication and feedback of Improved Quality PracticesApplying KM to Improve Quality # 3Illustrative examples will be displayed and discussed during the presentationApplying KM to Improve Quality # 4Establish a Robust process to transfer replicable findings of closed 6-Sigma

17、projects to the KM SystemApplying KM to Improve Quality # 4 Illustrative examples will be displayed and discussed during the presentationApplying KM to Improve Quality # 5Leadership MUST provide ongoing encouragement and support for initiating AND replicating Quality Improvement PracticesApplying KM

18、 to Improve Quality # 5 Sample of Recognition given to Initiators Why use KM to Leverage Quality Efforts?Quality Improvement without KM Quality Improvement with KM QualityLocal only Enterprise-wideValueEffortValue generated is local onlyMaximize Value Enterprise-wideMinimal additional effort for Enterprise-wide replicationMax effort at one location High KM activity AND High Quality Improvement activity = Maximum ValueKM activityMedium ValueMaximum ValueMedium ValueMinimum Value Quality Improvement