Sanjay Swarup, Senior Knowledge Management SpecialistFord Motor Company,Santa Clara, California,Applying Knowledge Management to Improve Quality,High Priority given to Quality at Ford Motor Company,Strategy: Quality is JOB #1,Quality Operating System (QOS) Performance to Standards,Quality Leadership Initiative (QLI) Engage all employees,Consumer Driven 6-Sigma Data driven decision making,Leverage Quality Improvement Programs,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,Applying KM to Improve Quality,Illustrative examples will be displayed and discussed during the presentation,Measurable Quality Improvements at Ford Motor Company,JD Power Initial Quality Study: Ford Motor Company products had more than 16% improvement 2002-2003,Consumer Reports 2004 New Car Preview 19 Ford Motor Company products received “Recommended Buys”,Warranty Spending is down 18% from 2002,Consumer Driven 6-Sigma efforts saved more than $1.3 B since its inception in 2000,Source: FCN December 15th, 2004, BPR used the 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, Environmental,BPR Principles,Capture only Proven, High Value Practices,Value-Add to business must be identified,Manage the Process,Business Partners provide the content and the people, IT group provides the enabling tool,Practice Implemented at a Ford Facility,Review by each Location,Approve 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.,2,6,5,4,7,8,9,3,BPR Results Summary,2,800+ active high value practices.,Since 1996: Average of 10,000+ replications/yr,53 Communities of Practice,2,334 active Focal Points,Process licensed to Shell Oil, Nabisco, Kraft Foods, and US Navy,Contacts,Stan Kwiecien Best Practice Replication Deployment Manager,Sanjay Swarup Senior Knowledge Management Specialist,Dar Wolford Manager, Venture Transitions and Knowledge Management,Robyn Valade Best Practice Integration Manager,Applying KM to Improve Quality # 1,KM System must capture Knowledge AND value metrics (Cost Savings, Quality, etc.),Applying KM to Improve Quality # 1,BPR has 168 different types of value metrics in 6 broad categories,Applying KM to Improve Quality # 1,Illustrative examples will be displayed and discussed during the presentation,Applying KM to Improve Quality # 2,KM System must capture Quality Improvement Practices from ALL areas of the Enterprise.,Applying KM to Improve Quality # 2,Illustrative examples will be displayed and discussed during the presentation,Paint Engineering Final Assembly Stamping Operations,Environmental Ford Financial Industrial Materials,Human Resources Lean Manufacturing (Ford Production System) Energy,All 53 Communities of Practice share quality improvement practices: Examples,Applying KM to Improve Quality # 2,Applying KM to Improve Quality # 3,Capture the replication and feedback of Improved Quality Practices,Applying KM to Improve Quality # 3,Illustrative examples will be displayed and discussed during the presentation,Applying KM to Improve Quality # 4,Establish a Robust process to transfer replicable findings of closed 6-Sigma projects to the KM System,Applying KM to Improve Quality # 4,Illustrative examples will be displayed and discussed during the presentation,Applying KM to Improve Quality # 5,Leadership MUST provide ongoing encouragement and support for initiating AND replicating Quality Improvement Practices,Applying KM 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,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,High KM activity AND High Quality Improvement activity = Maximum Value,KM activity,Medium Value,Maximum Value,Medium Value,Minimum Value,Quality Improvement Activity,High,Low,Low,High,Recap: Applying KM to Improve Quality,1: Capture Knowledge AND Value Metrics,#2: Enable enterprise wide capture of Quality improvements,#3: Replicate and capture feedback,#4: Robust Process of linking KM and 6-Sigma,#5: Leadership MUST provide ongoing encouragement and support,演讲完毕，谢谢观看！,