knowledge managementaries.serge.free.fr/document/mask gb.pdf · 2020-04-08 · tacit knowledge...
TRANSCRIPT
Jean-Louis ERMINE
Knowledge Management
CASE STUDIES
•Objectives :
Increase the competitiveness of the glass float plants sold all over the world
•Actions :
Knowledge Capitalisation (from interviews and modelling) with the best experts (the european «Glass Masters»- generally retired), validation of the delivered Knowledge Books by international workgroups
•Results :
Integration of the know-how (on supervision, diagnosis ...) in the quality system of the float plant (SMQF : Système de Maintenance de la Qualité du Float)
The SMQF Project
Saint-Gobain Vitrage
1998 -
•Objectives :
Transfer to newcomers the know-how of the best experts in personal loans (Five levels of expertise with long training periods, very fast acceleration of recruitment)
•Actions :
Knowledge Book on personal loans built with the seven best experts, rationalization of their practice, realization of a decision support system based on the Knowledge Book
•Results :
Operational DSS on line, time reduced for accepting or rejecting a file, training period for new comers highly reduced (roughly from 6 months to 3 days for the first level), risk analysis, ROI and audit on the THOT system have been performed in COFINOGA
The THOT Project
COFINOGA (one of the first financial institution in France)
1996-1998
•Objectives :
Guarantee the credibility and the reliability of the nuclear warheads of the French nuclear deterrence, after the test ban treaty
•Actions :
A strategic KM plan, including knowledge preservation (with MKSM) of rare experts and specialists on specific topics involved in design and realisation of nuclear warheads
•Results :
More than 10 pilot projects of Knowledge Books in five centres, 3 training sessions and coaching on Knowledge Engineering for internal appropriation, KM projects are now being done by CEA/DAM people themselves
The CEC Project (Conservation et Exploitation des Connaissances)
Military Application Division (DAM)
(CEA, French Atomic Energy Commission)
1996-2002
•Objectives :
Deliver to the industrial operator (COGEMA), the knowledge accumulated during the R&D phase (300 people, 10 years, 100 M$/year) on a new process for uranium enrichment, useful to design the industrial plant (to be operational in 2005-2006)
•Actions :
Knowledge Engineering project (interviews, modelling …) involving more than 120 experts
(for interviews and validations of the Knowledge Book) during two years
•Results :
A Knowledge Book of more than 2500 pages, with an electronic version, indexing a great part of the documentation of the project (5 GO), delivered on time to COGEMA with the industrial prototypes and the Process Book
The LCS Project (Livre de Connaissances SILVA)
Fuel Cycle Division (DCC)
(CEA, French Atomic Energy Commission)
1997-1999
•Objectives :
Share the scattered knowledge on optical system design within a department,
Build a knowledge repository to communicate with other departments involved in the design process, according to the process models
•Actions :
Capitalise the knowledge in the optics department, build consensual knowledge to be exchanged with others design units
•Results :
Knowledge Books of different units put in a common repository (Intranet Knowledge Space)
Thomson CSF Optronics
1999
• Corporate Knowledge, a strategic issue
• Setting up a Knowledge Management Approach
• The Knowledge Management processes
InvestmentHuman resources
+
Product/Service
Intellectual Capital
?
KNOWLEDGE AS A NEW TYPE OF VALUE
ECONOMIC VALUE OF KNOWLEDGE
• The value of Entreprises (market value, merger, acquisition, introduction to market...) relies increasingly on the valuation of intangible assets amongst which is Knowledge
Paul Strassmann («Knowledge Strategist»), according to his survey of 359 industrial Companies in the States, estimates that the value of their knowledge capital corresponds to 217 % of their net financial capital
There are methods and criterias to evaluate and manage this capital (ex : the Skandia Navigator)
KNOWLEDGE IS A PRODUCTIVE RESOURCE
• Innovative ways of working are emerging ( «Knowledge Workers») which rely more on Knowledge, Know-how and mobilized experience than on the qualifications required for pre-defined tasks
Work productivity is no longer related only to material investments and to work forces on pre-defined tasks ; there is now a concept of « knowledge productivity »
Knowledge is now seen as a strategic productivity resource
To face a non predictable environment, the enterprise must rely on its Corporate Knowledge Capital
KNOWLEDGE AS A STABILITY FACTOR
Dynamic production environment
Reactive & evolutive knowledge
Expansion of possible processes
Static production environment
Production process knowledge stable and
homogeneous
Restricted number of production
configurations
Stable Configuration « Chaotic » Configuration In a chaotic environment the Enterprise is either puzzled by the changes
Or...
CONTROLS THEM
Knowledge as a decisive competitive element
Production system
Product
Quality system
Good product
Knowledge Management
system
Best possible product
Production Management
Quality Management
Knowledge Management
• Corporate Knowledge, a strategic issue
• Setting up a Knowledge Management Approach
• The Knowledge Management processes
Knowledge is an element of Strategic Management
Know where we have come from and where we are in order to know where we go
Switch fromindividual
intelligenceto collectiveintelligence
Develop andinnovateto survive
Capitalise Share
Create
3 CHALLENGES
GLOBALAPPROACH
• Capitalise
• Share
• Create
OPERATIONALAPPROACH (TOOLS)
• Intranet
• Extranet
• Internet
• Etc...?• What is our
Knowledge capital ?
• How to manage it in the organisation ?
INFORMATION
OVERFLOW
PATRIMOINE DES
CONNAISSANCES
KNOWLEDGE
CAPITAL
Information Capital :
Existing information (documentation, archives, Information System)
Knowledge Workers Network
KNOWLEDGEMANAGEMENT
PROJECT
KNOWLEDGE
CAPITAL
STARTINGPOINT
PATRIMOINE DES
CONNAISSANCES
KNOWLEDGE
CAPITAL
Knowledge Workers Network
Tacit Knowledge
Knowledge Engineering
Change Management
CRITICAL KNOWLEDGE
CAPITAL
STARTINGPOINT
KM SCOPE :What is the objective ?Where is the correspondingcritical knowledge ? How toreach the best leverage ?
Knowledge
Servers
Knowledge Based
Systems
( EXPLICIT )
Information Capital Hidden Knowledge
Knowledge Extraction (KDD)
Elicitation
Elicitation
PATRIMOINE DES
CONNAISSANCES
KNOWLEDGE
CAPITAL
Knowledge Workers Network
Tacit Knowledge
Knowledge Engineering
Structural Capital
Change Management
CRITICAL KNOWLEDGE
CAPITAL
STARTINGPOINT
KM SCOPE :What is the objective ?Where is the correspondingcritical knowledge ? How toreach the best leverage ?
Knowledge
Servers
Knowledge Based
Systems
( EXPLICIT )
Hidden Knowledge
Knowledge Extraction (KDD)
Elicitation
Elicitation
Needs• Re-use the concepts of existing factories• Work collectively wherever the geographical position
of groups
Solution• Introduction of excellence centers• Experts summarize their data in best practices
- Lotus Note on Intranet• Institution of a new retribution approach
Benefits• Major decrease of production delays and costs on
new sites• 5 Billion $ growth in market share
PATRIMOINE DES
CONNAISSANCES
KNOWLEDGE
CAPITAL
Knowledge Workers Network
Tacit Knowledge
Knowledge Engineering
Structural Capital
Change Management
CRITICAL KNOWLEDGE
CAPITAL
STARTINGPOINT
KM SCOPE :What is the objective ?Where is the correspondingcritical knowledge ? How toreach the best leverage ?
Knowledge
Servers
Knowledge Based
Systems
( EXPLICIT )
Hidden Knowledge
Knowledge Extraction (KDD)
Elicitation
Elicitation
Needs• Automatisation of cabins design
Solution• Knowledge modelling and creation of an interactive
configuration software
Benefits• Crossing of technological gaps• Production increase at constant strength ; pre-project
realization delays divided by 9
• Corporate Knowledge, a strategic issue
• Setting up a Knowledge Management Approach
• The Knowledge Management processes
Environment
The KM processes
Selection
CapitalisationAnd
Sharing
Learningand
Creation
External Processes Internal Processes
Environment
Interaction
Knowledge Capital
Evaluation
• Corporate Knowledge, a strategic issue
• Setting up a Knowledge Management Approach
• The Knowledge Management processes
• Capitalisation and Sharing• Interaction• Learning and creation• Selection
TacitKnowledge
TacitKnowledge
Explicit Knowledge
Explicit Knowledge
Elicitation(allows dissemination)
SocialisationDirect Transfer
Appropriation(allows efficiency
gains)
Sharing
The Knowledge Cycle
TacitKnowledge
Explicit Knowledge
Explicit Knowledge
The Knowledge Cycle
Indirect Transfer
Knowledge Books
Direct Transfer
Coaching,Workgroups,
COP, COIN ...
NTIC
TrainingExperimentation ...
Knowledge Books,Knowledge Acquisition …
TacitKnowledge
Supervision
Technological Surveillance
Configuration
Decision Support Systems
Customer Relationship Management
Quality ManagementKnowledgeCapital Intelligent documentation
Training, Knowledge Transfer
Knowledge Servers
Knowledge Book
The Knowledge Book MethodologyFor Indirect Knowledge Transfer
Example
Knowledge Models
Documentation ReferencesFiling System
(descriptive, scientific ...)
Pictures videos ...
Plans,documents ...
KnowledgeBook
Example
Information : Data
Flour :
Available quantity (Kg)Suppliers
Eggs :
Available quantity (Integer)Date laid (dd/mm/yy)Suppliers
Milk :
Available quantity (l)Type (skimmed, half-skimmed, full cream)SuppliersEtc ...
Oven :
Operating temperature (°C)preheating time (mn)Width (cm)Etc ...
Pastry :
Cooking time (mn)Quantity of flour (g)Number of eggs (Integer)Etc ...
Example
Information : Data Processing
Stocks management :
If available quantity of flour is < n kgThen Choose a supplier
and Place an orderWhile Order is not completed
Contact the supplierRecord new available quantityEtc ...
Oven process control :
Start the oven heatingAs soon as the preheating time is overLet during the given heating timewith the operating temperatureEtc ...
Pastry recipe :
Mix the quantity of flour and the number of eggsAdd the quantity of milkEtc ...
Example
Semantic Networks
Pastry
Pie Pastry Baker's dough Cake pastry
Biscuit pastry Choux pastryBread dough Bun doughFlaky PastryShort PastryShortcrust Pastry
UnsweetenedShortcrust Pastry
SweetShortcrust Pastry
ExpressFlaky Pastry
ClassicalFlaky Pastry
For rissoles, tartessalées, tourtes,
croustades and pâtés
For the tartes pâtissières
Example
Cognitive Tasks
Make a bread dough
Cook the
dough
Special
bread
Put the flour
in a big bowl
Put aside
200g of flour
Make a well
in the flour
Disolve the
baker's yeasts
Add slightly
salted water
Knead the
dough
Flour your hands
frequently in the
reserved flour
Make the
balls
Wrap the ball
in a floured clothe
for 11/2 hour
Knead the
dough again
Add the other
ingrédients:
olives, nuts, etc...
OK
Normal
bread
Example
- Flour
- Eggs
- Milk
- Butter
- Water
- Salt
- Sugar
Good knowledge
of ingredients
- Bowl
- Hands
- Kitchen tools
Pastry
Refrigerator
(fresh place)
Rested pastry
- Mould
- Rolling pin
- Special plate
Baker’s
Know how
Pastry ready to cook
- Oven
- Cooking
tools
- Knowledge on
cooking process
- Knowledge on
observed symptoms
Cooked pastry
Preparethe Pastry
Restthe Pastry
Shapethe Pastry
Cookthe Pastry
Example
Activity Model
Domain Model
Shortcut pastry :
Kneading the dough makes the particle of flour, which are coated in fat, sufficiently impermeable to the steam released by the cooking process. In trying to escape, the steam exerts a pressure on the dough which expands slightly, just enough to stay thin and crusty
....
Flaky pastry :
The method consist in enclosing, by a series of folds, layers of butter and air between layers of moist flour. In the cooking process, in trying to escape, the steam pushes up horizontally the strata of the dough, sealed by the butter
....
Example
Domain Model
- Type of flour- ...
- Release of steam- Slight expansion
Particules coated in fat
Shortcut pasteFlow :Steam
Source Target
Trigerring event :- Kneading- Cooking
Consequence:Thin and crusty paste
Influences
Example
Some organisations using Knowledge Book Methodologies(since 1993)
CEA (projets CEC, LCS, ...)
COFINOGA
EDF
DCN
TECHNICATOME
SAINT GOBAIN
SEP
THOMSON CSF
FRAMATOME
LA POSTE
RHÔNE-POULENC
PSA
ONERA
INRS
CABINET PLENITUDES, IRSO (SMEs)
GAZ DE FRANCE
ERNST & YOUNG
HYDROQUEBEC ...
Example
• Corporate Knowledge, a strategic issue
• Setting up a Knowledge Management Approach
• The Knowledge Management processes
• Capitalisation and Sharing• Interaction• Learning and creation• Selection
EnvironmentKnowledge Capital
Projection
Distortion Identification
Knowledge
Integration
Relevant FeedbackRepresentation
The interaction process between Knowledge Capital and Environment (Business Intelligence, Technology Watch)
EnvironmentKnowledge Capital
- Filter, profile, query,
- Watching Groups
- IR tools,
-Distributed interpretation
for weak signals discovery
- IR tools
- Signal analysis
Statistics and
linguistic tools
Indirect
Reformulation
?
The interaction process between Knowledge Capital and Environment (Business Intelligence, Technology Watch)
Source : F. Rousseau, CEA
An example of Knowledge Modelling in a process of interaction K-ETechnology Watch on « Instrumentation in nuclear reactors »
Ultrasonic sensors in reactors
[ ultrasonic NEAR ( sensor? OR transducer? OR detector? OR device? OR probe? OR array )OR [ ultrasonic NEAR ( image? OR echograph? OR endoscop? OR camera? )NOT ( biomed? OR medecine OR medical) ] ] AND ( reactor OR nuclear )]
Direct formulation of the problem (classical methodology)
Creation of a diphasic part
Primary circuit water
Detection of a diphasic part
Instrumentation of detection
Existing bubblesPressure decreasing
- Reactor supervision- detection of a incidental functioning
Flux : Bubbles - Ultrasonic sensors- ...
Indirect reformulation of the problem
Knowledge modelling for representing effects to instrument
Example
Physical or chemical effects to detect
Source of the effect
Kind of measurement to be done
Instrumentation
Constraints forthe action
Triggering events Objectives of measurement
Flux
Objectives of the system
Implied physical effects
Technologies of the system
Complex system
of measure
- Mechanics (Aging…)- Thermo hydraulics- Neutronics- ...
- Signal processing- Transmission
- Sensors, detectors- ...
- Reactor supervision- Safety mastering
- Fault diagnosis- ...
Synthesis of models and determination of axis of information retrieval
Source : F. Rousseau, CEA
Example
Objectives of measures
Knowledge on physical effects
Technology of measure
Complex system of measure
Emerging of new way to instrumentEX : Modelling of fluxin diphasic case
Emerging of new applications for known technologiesEX : Use of optic fibres in strongly irradiated ambiance
Emerging of new needs for sensorsEx. :- Research programs (reactors of the future, RJH, RES, REP 2000,…)- Return on experience on incidents- Increase of Nuclear Power Plant life time
Emerging of new Knowledge
Source : F. Rousseau, CEA
Example
• Corporate Knowledge, a strategic issue
• Setting up a Knowledge Management Approach
• The Knowledge Management processes
• Capitalisation and Sharing• Interaction• Creation• Selection
Environment
Environment
Knowledge
Capital
The innovation process
TRIZ,
Créativité
?
CAUTIC,
BCG,
Marketing,
CRM
?
Evolutionist hypothesis :The innovation process includes a process of evolution of the Corporate Knowledge Capital(Evolution is based on the « genetic capital»)
« Path dependency » hypothesis :The evolution of the Corporate Knowledge Capital is determined by its former evolutions(Past evolutions guide future evolutions)
Two fundamental hypothesis
Capitalisation of the history of ideas:- Describe the evolution of the system which has ledthe company to innovate on its concepts - Describe the genealogy of the innovative solutions designed through time.
Analysis of the story of innovations in the company and propositions :- Discovering of the « evolution laws » that were pre-eminent - Discovering of « innovation pits » and possible innovative path.
Knowledge Engineering for Innovation
Example
OPEN QUESTIONS