Knowledge Management at Northrop Grumman Aerospace Systems

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Nov 6, 2013 (3 years and 9 months ago)

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Knowledge

Management


Bob Payne

Mark Britton

Knowledge Management

Aerospace Systems Sector

Northrop Grumman Corporation

1

Southern California SPIN Meeting

November 5, 2010


Northrop Grumman Space Park

Redondo Beach, Ca

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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



2

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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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1197

Five Operating Sectors

4

Systems Support


Base and Infrastructure
Support


Range Operations


Maintenance Support


Training and Simulations


Technical and

Operational Support


Live, Virtual and
Constructive Domains


Life Cycle Optimization


Performance Based
Logistics


Modifications, Repair

and Overhaul (MRO)


Supply Chain Management


Lead Support

Integrator (LSI)

Technical Services

Radar Sensors & Systems


RF/IR Countermeasures


EO/IR Targeting &
Surveillance


Navigation & Positioning
Systems


Space Sensors


C4ISR Networked Systems


Laser Systems


Communications Systems


Marine & Undersea Systems


Propulsion & Power
Generation


Air Defense Systems


Postal Automation


Biodefense

Electronic Systems

Large Scale Systems
Integration


C
4
ISR


Unmanned Systems


Airborne Ground
Surveillance / C2


Naval BMC2


Global / Theater Strike
Systems


Electronic Combat
Operations


ISR Satellite Systems


Missile Defense Satellite
Systems


MILSATCOM Systems


Environmental & Space
Science Satellite Systems


Directed Energy Systems


Strategic Space Systems


Aerospace Systems

Shipbuilding

Naval Systems Integrator


Surface Combatants


Expeditionary

Warfare Ships


Auxiliary Ships


Marine Composite
Technology


Coast Guard Cutters


Commercial Ships


Nuclear Aircraft Carriers


Nuclear Submarines


Fleet Maintenance


Aircraft Carrier

Overhaul & Refueling


Command & Control
Systems


Network Communications


Intelligence, Surveillance &
Reconnaissance Systems


Enterprise Systems

and Security


IT/Network Outsourcing


Intelligence


Federal, State/Local

& Commercial


Homeland Security

& Health


Information Systems

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Northrop Grumman Aerospace Systems

Leveraging the Power of Air / Space Integration


$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

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Space
Systems
Division

Advanced
Programs and
Technology
Division

Battle Management

and
Engagement
Systems

Division

EA
-
18G

EA
-
6B

E
-
8C JSTARS

Broad Area
Maritime
Surveillance
(BAMS)

Tanker

Restricted

NPOESS

AEHF

STSS

Global Hawk

F
-
35

Fire Scout

Strike and
Surveillance
Systems
Division

Targets

Aerospace Systems

MP
-
RTIP

F/A
-
18

B
-
2

Maritime Laser Demo

ABL

LCROSS

JWST

Restricted

UCAS

Trinidad

E
-
2

Missile

Systems

Restricted

Restricted

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Video:


The Q Is In You


2010 Aerospace Systems (AS)

8

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KM for SPIN

Building the Company

9

(*) Announced as discontinued operation

Corp / IS Overview 120406 Rev A

1996

2007

1997

1999

2000

2001

2005

1994

1993

1995

1998

2002

2003

2004

2006

Logicon
5/97

Westinghouse

Defense Electronics

3/96

Cal Mic

4/99

Comptek
6/00

8/94

Northrop

Grumman

Vought

Aircraft

Northrop

Grumman

5/94

Litton
4/01

Aerojet
10/01

Newport News
11/01

Commercial

Aerostructures

7/00

INRI
9/98

TRW

12/02

Fibersense
12/02

Component Tech.
10/02

(*)

Computers Displays
9/02

Electron Devices
9/02

Xontech
7/03

FDC
10/00

Sterling Software
10/00

Navia
4/00

DPC
6/99

Ryan
7/99

Commercial Aircraft
Div (CAD)

Military Aircraft
Systems Div (MASD)

Electronic Sensors &
Systems Div (ESSD)

Electronics & Systems
Integration Div (ESID)

Integrated Systems &
Aerostructures Div. (ISA)

Information

Technology (IT)

Space
Technology (ST)

Integrated
Systems (IS)

Mission
Systems (MS)

Electronic
Systems (ES)

Technical
Services (TS)

Information

Technology (IT)

Ship Systems
(SS)

Ship Systems

Newport News
(NN)

Newport News

Space
Technology (ST)

Integrated
Systems (IS)

Mission
Systems (MS)

Electronic
Systems (ES)

Technical
Services (TS)

Electronic Sensors &
Systems Div. (ESS)

Data Systems &
Services Div (DSSD)

Logicon, Inc.

Logicon

Electronic Components
& Materials

(Divested)

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Journey to “OneNG”

10

Number of Employees

1994

2000

Today

1998

2002

Corp. KM

Summit I

NG KM

Initiatives

KM Object Inventory

APQC Award

PeopleNet

TalentPool

1
st

Livelink

Find

1
st

CoP

How do I

ShareCenter

Corp. KM Strategy

1
st

NG KM

Group Formed

Summit

VII

1 NG PMO

Corp. KM Council

Change

Drivers

Technology

Consolidation

Market Demands

Integration

Demographics

FSC

ACE

SEAG

CASH

Other Initiatives

Quality Circles

LEAN

CE

Formed

TQM

Air Force

Knowledge

Now

(formal KM Program)

Logicon

5/97

Westinghouse Defense

Electronics

3/96

Cal Mic

4/99

Comptek

6/00

Vought Aircraft

8/94

Litton

4/01

Aerojet

10/01

Newport News

11/01

INRI

9/98

TRW

12/02

Xontech

7/03

FDC

10/00

Navia

4/00

DPC

6/99

Ryan

7/99

Grumman

5/94

Sterling

Software

10/00

Fibersense

12/02

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Knowledge Management

Retain, Create, and Leverage Knowledge to
Renew and Innovate












“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

11


A record of transaction

Data


A semi structured message (sender,
receiver) an intent to inform

Information


Insight and background to be able to act

Knowledge

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Enabling Knowledge Flow

12

Facilitated Best

Practice Transfer

Peer Assists


Human Interaction

Lower

Higher

Tacit

Explicit

-

Groups that share,
learn

-
Held together by
common interest in
topic

-
Trade tools,
templates, b.p.’s

-
Solve business
problems

-
Facilitated
sharing/transfer

-
Internal
benchmarking

Tools and
Systems that
allow users to
self
-
serve
knowledge or
find experts

Systematic tools to
gather process
-
specific knowledge
and reapply to
relevant situations

Self
-
Service +

Websites

Repositories

CRM Systems

Email/Discussion Boards

Expertise Locator

Systems

Taxonomy/Classification

Systems

Search Engines

Process
-
based KM

After Action Reviews

Lessons Learned

Project Milestone

Reviews

Network
-
Based KM

CoP’s

Team Meetings

Virtual Collaboration

Knowledge Transfer

Source: APQC

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Knowledge Management

13

Value

Culture

Management

Leadership & Strategy

Technology

Create

Identify

Organize

Adapt

Share

Capture

Use

i

L

g

KM Enablers

KM Process

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Changing Mental Models

To


During work


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

14

From


After the fact


Lessons learned


Knowledge capture events


Training


Courses & classrooms


Just in case


Passive knowledge
retention


Fingers crossed


From knowledge capture


Driven by events (
retirements,
moves)


Heads down work


Command and control


Don’t

waste time talking

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Knowledge Management at NGAS

People

Technologies

Processes

15

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

HOW WHERE WHEN WHY

KM

Connects

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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
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.

-
WEBSTERS

16

There are over 200

communities across

the company, such as

Systems Engineering

New Managers

Connect1NG (new

hires)

Property Management

Content

Context

Conversations

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Attract and Retain thru Sharing in a Cop

17

“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



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. “



18

Connect1NG Growth

4500 members at generation of
Connect1NG

Currently 7300+


Connect1NG membership includes 7,800 members across the Enterprise


Geographically reaches 70% of the employee population and is the
largest Enterprise wide program


Leadership

Improved Employer

Develop/

Mentor

Assimilation

Relationship

Retention

Recruiting

Cross
Sector

Sharing

Engagement

Knowledge
Transfer

Community Benefit

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Connect1NG today


19

Networking

Socials

VP Mixer

Cross Sector

Collaboration

Recruitment

Netwo
rks

Membership

Retention

New Hire Assimilation

Relationship Building

People

Friendships

Teamwork

Growth

Professional Development

Mentoring

Knowledge Sharing

Career Growth


Educational

Development

Classes

Lunch & Learns


Community

Habitat for

Humanity

Tutoring

Opportunities to Engage



Networking Events


Beach Volleyball


BBQ


Beach Day Bonfire


Summer Games Industry Mixer



Habitat for Humanity


USO Fundraisers



Lunch and Learns



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


Leadership Skills

Community Outreach

Networking
Opportunities

Professional Growth

Development

1
st

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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Rewards & Recognition

20

Knowledge Sharing Awards



Promotes asking and sharing


Nominations by peers via a
website


Presentations made quarterly by
senior leadership


Followed by news articles



Knowledge Sharing News



Knowledge News Network


Published quarterly


Target audience: leadership and
those involved with KM solution
implementations

Knowledge sharing
newsletter

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


Our focus today is on people and our knowledge
asking, sharing and reuse culture

Collaboration solutions for teams and communities

Search solutions to find people and documents

Content management solutions and practices

Learning solutions and facilitation

Knowledge sharing leadership

Communities of practice

Rewards & recognition



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Managing Our Talent

21

Discipline Management



Process to rapidly tap and assign the
best Engineering, Logistics and
Technology talent


Provides strategic management of
talent across the sector






Discipline
Code
Total Disciplines
A
Aerodynamics Design & Analysis
B
Propulsion System Design
C
Veh System / Subsystem Design
D
Flight Control Design
E
Loads & Dynamics
F
Structural Design & Analysis
G
Materials & Processes
H
Manufacturing Process Tech
I
Low Observables
J
Avionics System Design & Int
K
Weapons Integration
L
Software Design & Integration
M
Configuration Design & Integration
N
Systems / Operations Analysis
NA
Human Systems Integration
O
Test & Evaluation
P
System Simulation
Q
Systems Engineering
R
Management
S
Engineering Liaison
T
Logistics
U
Mass Properties
V
Electronics Design & Assembly
W
Information Systems Design & Integ
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Promoting Collaboration in the Office

22

Personal Space

Highly Collaborative


Teaming Area

Manager’s Cubicle

Informal Meeting

Space

File

File

Collaborative Physical
Workspaces


Increased...


Collaboration


Knowledge Sharing


Network Connectivity


Mobility, Flexibility &
Adaptability


Workflow


Morale




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Tacit Knowledge Continuity

23

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”


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












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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.

24

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

25

RS

AR

PA

Learn Before

Learn During

Learn After

Learning Tools

Business Task/Process







Plan

Analysis

Execute

RS

PA

Relevant

Community

Members participate
as peers

AR

AR

AR

2

1

AR

AR

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


O湬n湥n灬p瑦潲洠景f 瑨牥r摥d 摩獣畳s楯渠潶敲o捡瑥杯c楺敤i瑯灩捳



Currently 5,324 registered members and 21,023 posts in 2,361 threads











27

Forum Structure




Our World




Our Strategy




Our Employee Life




Our Social Life

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The Chat Session on ourForum










28


“The forum allows immediate two
-
way
access between the execs and non
-
managers in the sector. Messages are
often filtered in other ways, but this is
safe exposure to ideas from both
groups.”


“Good opportunity to communicate with those
you don’t have access to on a daily basis.”

YES

97%

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?


“To remain in touch
with employees, helps
morale”


“Feel connected”


“Communication
prevents rumors”


“It inspires low level
employees to share
ideas and feel more
connected to high level
management”

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Providing Fast Answers

29

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

30

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KM Creating Lasting Change





31

THE STAGES

Seed planting

Initial proof of concept

Building support and driving through resistance

Enterprise expansion

Nurturing and support

Achieving standard practice status and transfer
of ownership

THE KEY COMPONENTS

Core team

Grass roots support

Top down support

Teaming with others

Opportunity meeting preparation

Drive &
Determination

Relationship
Building

Credibility
and Results

Value added
Connection

Open
-
minded
and Focused

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32

33