知識(shí)管理改進(jìn)質(zhì)量分析（英文版）課件_第1頁
知識(shí)管理改進(jìn)質(zhì)量分析（英文版）課件_第2頁
知識(shí)管理改進(jìn)質(zhì)量分析（英文版）課件_第3頁
知識(shí)管理改進(jìn)質(zhì)量分析（英文版）課件_第4頁
知識(shí)管理改進(jìn)質(zhì)量分析（英文版）課件_第5頁
已閱讀5頁，還剩51頁未讀， 繼續(xù)免費(fèi)閱讀

下載本文檔

版權(quán)說明：本文檔由用戶提供并上傳，收益歸屬內(nèi)容提供方，若內(nèi)容存在侵權(quán)，請進(jìn)行舉報(bào)或認(rèn)領(lǐng)

文檔簡介

SanjaySwarup,

SeniorKnowledgeManagementSpecialist

FordMotorCompanyKMWorld2004SantaClara,California26thOctober,2004ApplyingKnowledgeManagementtoImproveQualitySanjaySwarup,

SeniorKnowleHighPrioritygiventoQualityat

FordMotorCompanyStrategy:QualityisJOB#1QualityOperatingSystem(QOS)

PerformancetoStandardsQualityLeadershipInitiative(QLI)EngageallemployeesConsumerDriven6-SigmaDatadrivendecisionmakingHighPrioritygiventoQualityLeverageQualityImprovementProgramsCorporateStrategy:QualityisJOB1TopDown:CorporatePrograms-QOS,QLI,6-Sigma…BottomUp:Employeebasedprovenmethodstoimprovequality……apply

KnowledgeManagement

LeverageQualityImprovementPApplyingKMtoImproveQuality

IllustrativeexampleswillbedisplayedanddiscussedduringthepresentationApplyingKMtoImproveQualityMeasurableQualityImprovementsatFordMotorCompanyJDPowerInitialQualityStudy:FordMotorCompanyproductshadmorethan16%improvement2002-2003ConsumerReports2004–NewCarPreview–19FordMotorCompanyproductsreceived“RecommendedBuys”WarrantySpendingisdown18%from2002ConsumerDriven6-Sigmaefforts

savedmorethan$1.3Bsinceitsinceptionin2000Source:FCNDecember15th,2004,&2003AnnualReportMeasurableQualityImprovementRanked#4byFortune500Manufactureanddistributeautomobilesin200marketsacross6Continents2003GlobalRevenues:$164Billion327,000Employees2003-Celebrated100thAnniversaryRanked#4byFortune500VeryBriefHistoryof

BestPracticeReplication1994:Formalizedprocessofreplicatingprovenpractices1995–Faxingbestpracticesamongstvehicleassemblyplants1996:LaunchedFordWebHub;BPRusedtheWebacross53plantsglobally.

Asof2004:

Launched53communitiesofpractice.2,334FocalPoints:VehicleAssembly,PlantHR,PaintEngineering,Ergonomics,Safety,PlantIT,Finance,Environmental…VeryBriefHistoryof

BestPraBPRPrinciplesCaptureonlyProven,HighValuePracticesValue-AddtobusinessmustbeidentifiedManagetheProcessBusinessPartnersprovidethecontentandthepeople,ITgroupprovidesthe

enablingtoolBPRPrinciplesBusinessPartnerPracticeImplementedataFordFacilityReviewbyeachLocationApprove&DistributeCollectManagementReviewofResultsAdopt/Don’tAdoptDecisionLessonsLearnedInspirationFPSCPIPSSiteVisitsPracticeisProvenANDgeneratesValueTaskBestPracticeReplicationwithprescribedRoles&ResponsibilitiesManySourcesofIdeas8DsSelectionandReplicationof

ProvenPracticesatFord

6-SigmaPracticeImplementedataFord

TypicalBPR

CommunityofPracticeSeniorLeadershipSite1FocalPointSite3Site2etc.CommunityGatekeeper

KnowledgeWorkersKnowledgeWorkersKnowledgeWorkersKnowledgeWorkersFocalPointFocalPointFocalPointTypicalBPR

CommunityofPBestPracticeReplication

9Step

ProcessDRAFTPRACTICE:FocalPointatLocationsenterProvenPractices:1REVIEWDRAFTPRACTICES:Gatekeeperlooksforreplicablepractices;CollaborateswithSMEs.APPROVEPRACTICE:Gatekeeperapprovesonlyreplicable

high-valuepractices.PUSHtheKNOWLEDGE:

OutlookemailnotificationtoallCommunityFocalPointsateachLocation.PRACTICESREVIEWED

byeachlocationteammembersforapplicability.ADAPT/ADOPT/NOTADOPTDECISION

madeateachlocation.“CopywithPride”FEEDBACK:FocalPointateachlocationentersadopt/notadoptdecision.REPORTS:ProgressReportsavailabletoallPEERRECOGNITION

ofpracticeoriginators&replicators.26547893BestPracticeReplicationDRAFTBPRResultsSummary2,800+activehighvaluepractices.

Since1996:Averageof10,000+

replications/yr53CommunitiesofPractice2,334activeFocalPoints

Process

licensedtoShellOil,Nabisco,KraftFoods,andUSNavyBPRResultsSummary2,800+actiContactsStanKwiecienskwiecie@BestPracticeReplicationDeploymentManagerSanjaySwarupsswarup@SeniorKnowledgeManagementSpecialistDarWolforddwolford@Manager,VentureTransitionsandKnowledgeManagementRobynValadervalade@BestPracticeIntegrationManagerContacts

ApplyingKMtoImproveQuality#1KMSystemmustcaptureKnowledgeANDvaluemetrics(CostSavings,Quality,etc.)ApplyingKMtoImproveQualitApplyingKMtoImproveQuality#1BPRhas168differenttypesofvaluemetricsin6broadcategoriesApplyingKMtoImproveQualityApplyingKMtoImproveQuality#1IllustrativeexampleswillbedisplayedanddiscussedduringthepresentationApplyingKMtoImproveQualityApplyingKMtoImproveQuality#2KMSystemmustcaptureQualityImprovementPracticesfromALLareasoftheEnterprise.ApplyingKMtoImproveQualityApplyingKMtoImproveQuality#2IllustrativeexampleswillbedisplayedanddiscussedduringthepresentationApplyingKMtoImproveQualityPaintEngineeringFinalAssemblyStampingOperationsEnvironmentalFordFinancialIndustrialMaterialsHumanResourcesLeanManufacturing(FordProductionSystem)EnergyAll53CommunitiesofPracticesharequalityimprovementpractices:ExamplesApplyingKMtoImproveQuality#2PaintEngineeringEnvironmentalApplyingKMtoImproveQuality#3CapturethereplicationandfeedbackofImprovedQualityPracticesApplyingKMtoImproveQualityApplyingKMtoImproveQuality#3IllustrativeexampleswillbedisplayedanddiscussedduringthepresentationApplyingKMtoImproveQualityApplyingKMtoImproveQuality#4EstablishaRobustprocesstotransferreplicablefindingsofclosed6-SigmaprojectstotheKMSystemApplyingKMtoImproveQualityApplyingKMtoImproveQuality#4

IllustrativeexampleswillbedisplayedanddiscussedduringthepresentationApplyingKMtoImproveQualityApplyingKMtoImproveQuality#5LeadershipMUSTprovideongoingencouragementandsupportforinitiatingANDreplicatingQualityImprovementPracticesApplyingKMtoImproveQualityApplyingKMtoImproveQuality#5

SampleofRecognitiongiventoInitiatorsApplyingKMtoImproveQualityWhyuseKMtoLeverageQualityEfforts?QualityImprovementwithoutKM

QualityImprovementwithKMQualityLocalonlyEnterprise-wideValueEffortValuegeneratedislocalonlyMaximizeValueEnterprise-wideMinimaladditionaleffortforEnterprise-widereplicationMaxeffortatonelocationWhyuseKMtoLeverageQualityHighKMactivityANDHighQualityImprovementactivity=MaximumValueKMactivityMediumValueMaximumValueMediumValueMinimumValue

QualityImprovementActivityHighLowLowHighHighKMactivityANDHighQualRecap:

ApplyingKMtoImproveQuality1:CaptureKnowledgeANDValueMetrics#2:EnableenterprisewidecaptureofQualityimprovements#3:Replicateandcapturefeedback#4:RobustProcessoflinkingKMand6-Sigma#5:LeadershipMUSTprovideongoingencouragementandsupportRecap:

ApplyingKMtoImproveSanjaySwarup,

SeniorKnowledgeManagementSpecialist

FordMotorCompanyKMWorld2004SantaClara,California26thOctober,2004ApplyingKnowledgeManagementtoImproveQualitySanjaySwarup,

SeniorKnowleHighPrioritygiventoQualityat

FordMotorCompanyStrategy:QualityisJOB#1QualityOperatingSystem(QOS)

PerformancetoStandardsQualityLeadershipInitiative(QLI)EngageallemployeesConsumerDriven6-SigmaDatadrivendecisionmakingHighPrioritygiventoQualityLeverageQualityImprovementProgramsCorporateStrategy:QualityisJOB1TopDown:CorporatePrograms-QOS,QLI,6-Sigma…BottomUp:Employeebasedprovenmethodstoimprovequality……apply

KnowledgeManagement

LeverageQualityImprovementPApplyingKMtoImproveQuality

IllustrativeexampleswillbedisplayedanddiscussedduringthepresentationApplyingKMtoImproveQualityMeasurableQualityImprovementsatFordMotorCompanyJDPowerInitialQualityStudy:FordMotorCompanyproductshadmorethan16%improvement2002-2003ConsumerReports2004–NewCarPreview–19FordMotorCompanyproductsreceived“RecommendedBuys”WarrantySpendingisdown18%from2002ConsumerDriven6-Sigmaefforts

savedmorethan$1.3Bsinceitsinceptionin2000Source:FCNDecember15th,2004,&2003AnnualReportMeasurableQualityImprovementRanked#4byFortune500Manufactureanddistributeautomobilesin200marketsacross6Continents2003GlobalRevenues:$164Billion327,000Employees2003-Celebrated100thAnniversaryRanked#4byFortune500VeryBriefHistoryof

BestPracticeReplication1994:Formalizedprocessofreplicatingprovenpractices1995–Faxingbestpracticesamongstvehicleassemblyplants1996:LaunchedFordWebHub;BPRusedtheWebacross53plantsglobally.

Asof2004:

Launched53communitiesofpractice.2,334FocalPoints:VehicleAssembly,PlantHR,PaintEngineering,Ergonomics,Safety,PlantIT,Finance,Environmental…VeryBriefHistoryof

BestPraBPRPrinciplesCaptureonlyProven,HighValuePracticesValue-AddtobusinessmustbeidentifiedManagetheProcessBusinessPartnersprovidethecontentandthepeople,ITgroupprovidesthe

enablingtoolBPRPrinciplesBusinessPartnerPracticeImplementedataFordFacilityReviewbyeachLocationApprove&DistributeCollectManagementReviewofResultsAdopt/Don’tAdoptDecisionLessonsLearnedInspirationFPSCPIPSSiteVisitsPracticeisProvenANDgeneratesValueTaskBestPracticeReplicationwithprescribedRoles&ResponsibilitiesManySourcesofIdeas8DsSelectionandReplicationof

ProvenPracticesatFord

6-SigmaPracticeImplementedataFord

TypicalBPR

CommunityofPracticeSeniorLeadershipSite1FocalPointSite3Site2etc.CommunityGatekeeper

KnowledgeWorkersKnowledgeWorkersKnowledgeWorkersKnowledgeWorkersFocalPointFocalPointFocalPointTypicalBPR

CommunityofPBestPracticeReplication

9Step

ProcessDRAFTPRACTICE:FocalPointatLocationsenterProvenPractices:1REVIEWDRAFTPRACTICES:Gatekeeperlooksforreplicablepractices;CollaborateswithSMEs.APPROVEPRACTICE:Gatekeeperapprovesonlyreplicable

high-valuepractices.PUSHtheKNOWLEDGE:

OutlookemailnotificationtoallCommunityFocalPointsateachLocation.PRACTICESREVIEWED

byeachlocationteammembersforapplicability.ADAPT/ADOPT/NOTADOPTDECISION

madeateachlocation.“CopywithPride”FEEDBACK:FocalPointateachlocationentersadopt/notadoptdecision.REPORTS:ProgressReportsavailabletoallPEERRECOGNITION

ofpracticeoriginators&replicators.26547893BestPracticeReplicationDRAFTBPRResultsSummary2,800+activehighvaluepractices.

Since1996:Averageof10,000+

replications/yr53CommunitiesofPractice2,334activeFocalPoints

Process

licensedtoShellOil,Nabisco,KraftFoods,andUSNavyBPRResultsSummary2,800+actiContactsStanKwiecienskwiecie@BestPracticeReplicationDeploymentManagerSanjaySwarupsswarup@SeniorKnowledgeManagementSpecialistDarWolforddwolford@Manager,VentureTransitionsandKnowledgeManagementRobynValadervalade@BestPracticeIntegrationManagerContacts

ApplyingKMtoImproveQuality#1KMSystemmustcaptureKnowledgeANDvaluemetrics(CostSavings,Quality,etc.)ApplyingKMtoImproveQualitApplyingKMtoImproveQuality#1BPRhas168differenttypesofvaluemetricsin6broadcategoriesApplyingKMtoImproveQualityApplyingKMtoImproveQuality#1IllustrativeexampleswillbedisplayedanddiscussedduringthepresentationApplyingKMtoImproveQualityApplyingKMtoImproveQuality#2KMSystemmustcaptureQualityImprovementPracticesfromALLareasoftheEnterprise.ApplyingKMtoImproveQualityApplyingKMtoImproveQuality#2IllustrativeexampleswillbedisplayedanddiscussedduringthepresentationApplyingKMtoImproveQualityPaintEngineeringFinalAssemblyStampingOperationsEnvironmentalFordFinancialIndustrialMaterialsHumanResourcesLeanManufacturing(FordProductionSystem)EnergyAll53CommunitiesofPracticesharequalityimprovementpractices:ExamplesApplyingKMtoImproveQuality#2PaintEngineeringEnvironmentalApplyingKMtoImproveQuality#3CapturethereplicationandfeedbackofImprovedQualityPracticesApplyingKMtoImproveQualityApplyingKMtoImproveQuality#3IllustrativeexampleswillbedisplayedanddiscussedduringthepresentationApplyingKMtoImproveQualityApplyingKMtoImproveQuality#4EstablishaRobustproce

溫馨提示

  • 1. 本站所有資源如無特殊說明，都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
  • 2. 本站的文檔不包含任何第三方提供的附件圖紙等，如果需要附件，請聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
  • 3. 本站RAR壓縮包中若帶圖紙，網(wǎng)頁內(nèi)容里面會(huì)有圖紙預(yù)覽，若沒有圖紙預(yù)覽就沒有圖紙。
  • 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
  • 5. 人人文庫網(wǎng)僅提供信息存儲(chǔ)空間，僅對用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理，對用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯，并不能對任何下載內(nèi)容負(fù)責(zé)。
  • 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容，請與我們聯(lián)系，我們立即糾正。
  • 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。

評論

0/150

提交評論