Transcript Please click here for the Novemeber 5th presentation(PowerPoint

Knowledge
Management
Southern California SPIN Meeting
November 5, 2010
Northrop Grumman Space Park
Redondo Beach, Ca
Bob Payne
Mark Britton
Knowledge Management
Aerospace Systems Sector
Northrop Grumman Corporation
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KM for SPIN
• Northrop Grumman Aerospace Systems Sector
– Video & Overview Chart with pictures
– Journey of “OneNG”
• What is Knowledge Management
– Our Knowledge Management (KM) at NGAS
• The KM Package
– People
– Process
– Technology
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Northrop Grumman Today
•
•
•
•
•
$32 billion sales in 2009
$69 billion total backlog
120,000 people, 50 states, 25 countries
Second largest U.S. defense contractor
Leading capabilities
– Systems integration
– C4ISR and battle management
– Information technology and networks
– Defense electronics
– Naval shipbuilding
– Space systems
– Missile defense
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Five Operating Sectors
Aerospace Systems
Large Scale Systems
Integration
C4ISR
Unmanned Systems
Airborne Ground
Surveillance / C2
Electronic Systems
Radar Sensors & Systems
Command & Control
Systems
RF/IR Countermeasures
EO/IR Targeting &
Surveillance
Navigation & Positioning
Systems
Intelligence, Surveillance &
Reconnaissance Systems
Space Sensors
C4ISR Networked Systems
IT/Network Outsourcing
Electronic Combat
Operations
Laser Systems
Intelligence
ISR Satellite Systems
Communications Systems
Global / Theater Strike
Systems
Shipbuilding
Missile Defense Satellite
Systems
Marine & Undersea Systems
Federal, State/Local
& Commercial
MILSATCOM Systems
Propulsion & Power
Generation
Homeland Security
& Health
Environmental & Space
Science Satellite Systems
Air Defense Systems
Directed Energy Systems
Postal Automation
Strategic Space Systems
Biodefense
Technical Services
Naval Systems Integrator
Systems Support
Surface Combatants
Base and Infrastructure
Support
Network Communications
Enterprise Systems
and Security
Naval BMC2
4
Information Systems
Expeditionary
Warfare Ships
Range Operations
Maintenance Support
Auxiliary Ships
Training and Simulations
Marine Composite
Technology
Technical and
Operational Support
Coast Guard Cutters
Live, Virtual and
Constructive Domains
Commercial Ships
Nuclear Aircraft Carriers
Nuclear Submarines
Fleet Maintenance
Aircraft Carrier
Overhaul & Refueling
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Life Cycle Optimization
Performance Based
Logistics
Modifications, Repair
and Overhaul (MRO)
Supply Chain Management
Lead Support
Integrator (LSI)
Northrop Grumman Aerospace Systems
 $10B Business
 23,000 Employees
 Prime contractor/major partner on
large platform programs
 Manned & unmanned aircraft
 Space & Missile systems
 Differentiated by technology
leadership
 Large development programs
 Long production cycles &
substantial cash returns
 Significant large new competitive
opportunities
 World-class workforce
Leveraging the Power of Air / Space Integration
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Aerospace Systems
Space
Systems
Division
Global Hawk
STSS
Restricted
Strike and
Surveillance
Systems
Division
Fire Scout
Missile
Systems
F-35
JWST
B-2
MP-RTIP
Trinidad
F/A-18
AEHF
Targets
NPOESS
Restricted
Battle Management
and Engagement
Systems
Division
LCROSS
Broad Area
Maritime
Surveillance
(BAMS)
E-2
Tanker
EA-6B
Advanced
Programs and
Technology
Division
Restricted
ABL
UCAS
EA-18G
E-8C JSTARS
Restricted
Maritime Laser Demo
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KM for SPIN
Video:
The Q Is In You
2010 Aerospace Systems (AS)
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Building the Company
5/94
Commercial
Aerostructures
Northrop
Grumman
Component Tech. 10/02 (*)
Computers Displays 9/02
Electron Devices 9/02
7/00
Logicon 5/97
Grumman
8/94
Vought
Aircraft
INRI 9/98
Westinghouse
Defense Electronics
Cal Mic 4/99
DPC 6/99
Ryan 7/99
3/96
1993
Aerojet 10/01
Newport News 11/01
Litton 4/01
Northrop
1994
1995
1996
1997
1998
1999
2000
2001
2003
2002
Electronic Components
& Materials
Electronic Sensors &
Systems Div (ESSD)
Electronics & Systems
Integration Div (ESID)
Military Aircraft
Systems Div (MASD)
FDC 10/00
Sterling Software 10/00
Comptek 6/00
Navia 4/00
2004
2005
2006
Electronic
Systems (ES)
Electronic
Systems (ES)
Mission
Systems (MS)
Mission
Systems (MS)
Integrated
Systems (IS)
Integrated
Systems (IS)
Space
Technology (ST)
Space
Technology (ST)
Integrated Systems &
Aerostructures Div. (ISA)
Ship Systems
(SS)
Ship Systems
Newport News
(NN)
Newport News
Data Systems &
Services Div (DSSD)
Logicon, Inc.
Information
Technology (IT)
Corp / IS Overview 120406 Rev A
Information
Technology (IT)
Technical
Services (TS)
Logicon
9
2007
(Divested)
Electronic Sensors &
Systems Div. (ESS)
Commercial Aircraft
Div (CAD)
Xontech 7/03
TRW 12/02
Fibersense 12/02
(*) Announced as discontinued operation
Technical
Services (TS)
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Journey to “OneNG”
Number of Employees
TRW
12/02
Aerojet
10/01
Cal Mic
8/94
INRI
Westinghouse Defense
Electronics
Grumman
Logicon
3/96
5/94
5/97
1994
Change
Drivers
DPC
9/98
10/00
6/99
Ryan
6/00
Sterling
Software
Navia
4/00
12/02
4/01
Newport News
2000
Market Demands
1st NG KM
Group Formed
TQM
10
7/03
2002
Today
Integration
Consolidation
Demographics
Summit
Corp. KM Council
VII
KM Object Inventory
Find
TalentPool
1 NG PMO
Corp. KM Strategy
PeopleNet
1st Livelink
1st CoP
APQC Award
How do I
Other Initiatives
Quality Circles
Xontech
11/01
7/99
Corp. KM
Summit I
NG KM
Initiatives
Fibersense
Litton
10/00
1998
Technology
FDC
Comptek
4/99
Vought Aircraft
ShareCenter
CE
CASH
Formed
LEAN
FSC
SEAG
Air Force
Knowledge
Now
(formal KM Program)
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ACE
Knowledge Management
Retain, Create, and Leverage Knowledge to
Renew and Innovate
Data
• A record of transaction
Information
Knowledge
• A semi structured message (sender,
receiver) an intent to inform
• Insight and background to be able to act
“Our intent is to understand and codify knowledge into explicit forms if we can and to
understand knowledge in it’s tacit form and enable it’s flow from person to person.”
–Mark Britton, NGAS PM KM
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Explicit
Knowledge Transfer
Tacit
Enabling Knowledge Flow
Facilitated Best
Practice Transfer
Tools and
Systems that
allow users to
self-serve
knowledge or
find experts
Peer Assists
Network-Based KM
CoP’s
Team Meetings
Virtual Collaboration
Process-based KM
After Action Reviews
Self-Service + Lessons Learned
Project Milestone
Websites
Reviews
Repositories
CRM Systems
Email/Discussion Boards
Systematic tools to
Expertise Locator
gather processSystems
Taxonomy/Classification
specific knowledge
Systems
and reapply to
Search Engines
relevant situations
Lower
- Facilitated
sharing/transfer
- Internal
benchmarking
Human Interaction
- Groups that share,
learn
- Held together by
common interest in
topic
- Trade tools,
templates, b.p.’s
- Solve business
problems
Higher
Source: APQC
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Knowledge Management
Leadership & Strategy
Use
L
Create
Adapt
Culture
g
Management
Value
Share
Identify
Organize
Capture
i
Technology
KM Enablers
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KM Process
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Changing Mental Models
From
• After the fact
– Lessons learned
– Knowledge capture events
• Training
– Courses & classrooms
– Just in case
To
• Passive knowledge
retention
• During work
– Fingers crossed
• From knowledge capture
– Driven by events (retirements,
moves)
•
Heads down work
–
–
Command and control
Don’t waste time talking
– Learning before, during & after
– Process imbedded solutions
• Learning
– Knowledge objects
– Just in time, just enough
• Proactive knowledge retention
– Capability, capacity and continuity
• Knowledge flow
– Crossing boundaries via
communities of practice
• Sharing work
– Collaborative systems
– Collaborative offices
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Knowledge Management at NGAS
People
Processes
Technologies
HOW
KM
Connects
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WHERE
WHEN
WHY
People
Building Trust
Across our
Enterprise
24/7
Drive
Innovation
Process
Virtual
Across
Functions &
Programs
Continuously
Standardization
and
Effectiveness
Technology
Through
People and
Process
Across the
Enterprise
Push & Pull
All the Right
Knowledge all
the time
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Communities of Practice
Community noun (pl. communities)
1.
A group of people living together in one place.
2.
The community, the people of an area or country
Context
considered collectively; society.
3.
A group of people with a common religion, race, or
profession: the scientific community.
4.
The holding of certain attitudes and interests in common.
5.
A group of interdependent plants or animals growing or
living together or occupying a specified habitat. -WEBSTERSConversations
Content
There are over 200
communities across
the company, such as
Systems Engineering
New Managers
Connect1NG (new
hires)
Property Management
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Attract and Retain thru Sharing in a Cop
“To Leverage Knowledge,
Don’t Focus on the Knowledge Itself.
Focus on the Communities That Own it and the
People That Use it.”
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Connect1NG
Connect1NG membership includes 7,800 members across the Enterprise
Geographically reaches 70% of the employee population and is the
largest Enterprise wide program
The Connect1NG Vision:
“Connect1NG creates professional and social networking
opportunities for employees, connecting them across Northrop
Grumman to foster assimilation, knowledge sharing, and
retention.”
The Connect1NG Mission:
“The Connect1NG program not only provides NGC with a unique
offering for employees, but also energizes the employee
population. By communicating to targeted audiences within the
employee population, employees will feel more connected to
Northrop Grumman, therefore becoming more energized and
motivated. “
Connect1NG Growth
4500 members at generation of
Connect1NG
Currently 7300+
Knowledge
Transfer
Develop/
Mentor
Cross
Sector
Sharing
Assimilation
Recruiting
Relationship
Community Benefit
Leadership
Retention
Engagement
Improved Employer
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Connect1NG today
Community
Habitat for
Humanity
Tutoring
Networking
Socials
VP Mixer
Cross Sector
Collaboration
People
Friendships
Teamwork
Growth
Professional Development
Mentoring
Knowledge Sharing
Career Growth
Opportunities to Engage
•Networking Events
•Beach Volleyball
•BBQ
•Beach Day Bonfire
•Summer Games Industry Mixer
•Habitat for Humanity
•USO Fundraisers
•Lunch and Learns
Retention
New Hire Assimilation
Relationship Building
Recruitment
Networks
Membership
Leadership Skills
Community Outreach
Networking
Opportunities
Professional Growth
Development
Educational
Development
Classes
Lunch & Learns
1st Chapter started
with 13 in 2001
Membership Growth
in 2009
January – September
El Segundo 500 to
1000+
“The chat session…was a great way for the Connect1NG membership
to reach out and ask tough questions to leadership. Leadership
forums such as these are a great way to spread the companies plan
forward and have employees give their feedback.”
-El Segundo Connect1NG Board President 2009
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•General Body Meetings
•Cross NGR Mixer
•New Grad Acclimation Program for New Hires
•VP Mixer Networking Event
•Panels
•Tours
•LA Area Launch (5 different C1NG chapters involved)
•Mentor Program
•VP Mixer
Connect1NG Officer Positions
President
Vice President
Communications
Treasurer
Social Chair
Community Service Chair
Education and Skills Development Chair
Membership Chair
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Rewards & Recognition
Knowledge Sharing Awards
• Promotes asking and sharing
• Nominations by peers via a
website
• Presentations made quarterly by
senior leadership
• Followed by news articles
Integrator article
on knowledge
sharing awards
Our success comes from 10 years of continuous
support and dedication
It is about people, their networks, their conversations
and how leaders
of organizations can reduce the barriers to asking and
sharing
Knowledge Sharing News
• Knowledge News Network
• Published quarterly
Collaboration solutions for teams and communities
Search•solutions
to find
people and documents
Target
audience:
leadership and
Content management solutions and practices
those and
involved
Learning solutions
facilitation with KM solution
Knowledgeimplementations
sharing leadership
Communities of practice
Our focus today is on people and our knowledge
asking, sharing and reuse culture
Knowledge sharing
newsletter
Rewards & recognition
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Managing Our Talent
Discipline
Code
A
B
C
D
E
F
G
H
I
J
K
L
M
N
NA
O
P
Q
R
S
T
U
V
W
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Total Disciplines
Aerodynamics Design & Analysis
Propulsion System Design
Veh System / Subsystem Design
Flight Control Design
Loads & Dynamics
Structural Design & Analysis
Materials & Processes
Manufacturing Process Tech
Low Observables
Avionics System Design & Int
Weapons Integration
Software Design & Integration
Configuration Design & Integration
Systems / Operations Analysis
Human Systems Integration
Test & Evaluation
System Simulation
Systems Engineering
Management
Engineering Liaison
Logistics
Mass Properties
Electronics Design & Assembly
Information Systems Design & Integ
Discipline Management
• Process to rapidly tap and assign the
best Engineering, Logistics and
Technology talent
• Provides strategic management of
talent across the sector
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Promoting Collaboration in the Office
Manager’s Cubicle
Collaborative Physical
Workspaces
File
Highly Collaborative
Teaming Area
Personal Space
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Informal Meeting
Space
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File
Increased...
• Collaboration
• Knowledge Sharing
• Network Connectivity
• Mobility, Flexibility &
Adaptability
• Workflow
• Morale
Tacit Knowledge Continuity
Tacit Knowledge* is ”Know-how” contained in
peoples’ minds typically passed person-to-person
Challenge: recognize, capture, and share it
*Often quoted distinction between explicit and tacit knowledge
attributed to Michael Polanyi, “The Tacit Dimension”
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Applied Example –
Production
• Production line mechanics retiring
creating risk of knowledge loss
• Utilized knowledge capture and
transfer solutions resulted in the
program maintaining production
• Transfer of knowledge to supplier
resulted in resolution of a
significant quality problem
Knowledge & Value Stream Mapping
Approach
Integration of; Value Stream Mapping, Knowledge Mapping, & Process
Automation
– Value Stream Mapping identifies and eliminates unnecessary steps along a process path
to improve throughput
– Knowledge mapping ensures that all necessary knowledge/information is identified,
included, and made available to minimize SPF
– Automation delivers closed-loop streamlined processes which gather performance
metrics, include business rules, and virtualizes all steps within the stream.
Activty/Process step No.
Activity description
What Knowledge Is Needed?
Who Needs This Knowledge?
Who Has This Knowledge?
Is It Tacit or Explicit?
Where Is It Located? How Is It Obtained? Systems Required?
Document Name/Number; Forms Required; email; phone number
Degree of Gap/Risk between Have & Need
Additional Comments
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Learning through Lessons Learned
Business Task/Process
ARARARARAR
Plan
Execute
AnalysisRS
PA
1
Members participate
as peers
Relevant
Community
Learning Tools
PA Learn Before
AR
Learn During
RS Learn After
25
2
Lessons Learned & Applied
• Enables continuous learning
• Peer Assists (PA)
– Enables tapping
company experience quickly
– Effective for team to
team knowledge transfer
• Action Reviews (AR)
– Simple, end-of-day
(action) reviews
• Retrospects (RS)
– Most effective when the
team will be repeating a
similar process
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Web 2.0 Technology
Web 2.0 - what’s the hype?
•
•
•
•
•
•
•
Networking capabilities
Virtual, mobile
User-generation of content
Many to Many communications
Dynamic and Collaborative
Knowledge sharing
Innovation
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ourForum
• ourForum  Online platform for threaded discussion over categorized topics
• Currently 5,324 registered members and 21,023 posts in 2,361 threads
Forum Structure




27
Our
Our
Our
Our
World
Strategy
Employee Life
Social Life
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The Chat Session on ourForum
“Good opportunity to communicate with those
you don’t have access to on a daily basis.”
Chat Stats
• 63 Total Posts
• ~3680 Current Views
• 197* Members on at live
time *RECORD SET
• 397 additional registered
during event promotion
timeframe (204 on Chat
day alone)
Why?
“The forum allows immediate two-way
access between the execs and nonmanagers in the sector. Messages are
often filtered in other ways, but this is
safe exposure to ideas from both
groups.”
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“To remain in touch
with employees, helps
morale”
“Feel connected”
“Communication
prevents rumors”
YES
97%
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“It inspires low level
employees to share
ideas and feel more
connected to high level
management”
Providing Fast Answers
How do I?
• Provides knowledge
about common
business process
• Sites for employees
and managers
• Created by new
employees and new
managers
• Technology: Simple
HTML website
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KM 10 years
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KM Creating Lasting Change
THE STAGES
Seed planting
Initial proof of concept
Drive &
Determination
Building support and driving through resistance
Enterprise expansion
Nurturing and support
Achieving standard practice status and transfer
of ownership
Open-minded
and Focused
Relationship
Building
THE KEY COMPONENTS
Core team
Grass roots support
Value added
Connection
Credibility
and Results
Top down support
Teaming with others
Opportunity meeting preparation
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