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Kraft Foods Group, Inc. Knowledge Capture and Transfer at Kraft Foods KSU Webinar Series March 20, 2014 Kraft Foods RDQ&I Knowledge Management Nanako.

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Presentation on theme: "Kraft Foods Group, Inc. Knowledge Capture and Transfer at Kraft Foods KSU Webinar Series March 20, 2014 Kraft Foods RDQ&I Knowledge Management Nanako."— Presentation transcript:

1 Kraft Foods Group, Inc. Knowledge Capture and Transfer at Kraft Foods KSU Webinar Series March 20, 2014 Kraft Foods RDQ&I Knowledge Management Nanako Mura Jeni Wolf

2 Kraft Foods Group, Inc. AGENDA Context – About Kraft Foods and KM – Our KM strategy and approach Defining and Capturing Critical Knowledge – Assessing and prioritizing areas for Knowledge Capture – MASK method for capturing and modeling tacit knowledge – Knowledge Mapping for role transitions Final Thoughts 2

3 Kraft Foods Group, Inc. 3 Kraft at a Glance Our products are found In 98% of U.S. households, 99% in Canada 10 brands with more than $500MM in 2012 annual sales Another 19 brands over $100MM $18+ billion net revenue More than 23,000 employees Source: Kraft Foods Group, Nielsen

4 Kraft Foods Group, Inc. 4 Over 300 Years of Iconic Brands… and Counting Source: Kraft Foods Archives

5 Kraft Foods Group, Inc. 5 Madison Glenview Tarrytown East Hanover Kraft has over 750 R&D employees located across US and Canada RDQ&I Centers Satellite locations Montreal Toronto Memphis

6 Kraft Foods Group, Inc. 6 Business Units Research, Development, Quality and Innovation Organization Chuck Davis EVP RDQ&I Canada Research & Supplier Integration Quality and Food Safety Oscar Mayer Foodservice Beverage Cheese & Dairy Enhancers and Snack Nuts Packaging Research and Innovation Strategy Center Support Meals and Desserts Assoc. Director- IP, KM, Training Nanako Mura Assoc. Director- IP, KM, Training Nanako Mura Assoc. Prin. Scientist - KM Jeni Wolf Assoc. Prin. Scientist - KM Jeni Wolf Assoc. Prin. Scientist – IP Rathna Koka Assoc. Prin. Scientist – IP Rathna Koka KM, IP Analyst Kathy Sullivan KM, IP Analyst Kathy Sullivan Assoc. Prin. Scientist - Training Open Assoc. Prin. Scientist - Training Open

7 Kraft Foods Group, Inc. Role of the Knowledge Management Team 7 Internal knowledge capture, transfer & reuse Access to external knowledge and information Training Academy Provides foundational capabilities for RDQ&I to create winning products Knowledge capture tools Documentation tools Collaboration tools Source of best practices and tools Management of subscription databases, licenses, print resources, doc delivery Capture and lever economies of scale Technical landscape search Management of physical libraries Administration of tools Subject matter expertise that BU’s cannot fully establish on own

8 Kraft Foods Group, Inc. Impetus for creating a Knowledge Management strategy

9 Kraft Foods Group, Inc. 9 Situations resulting in knowledge at risk RetirementsInternal movesAttritionR&D center relocationGeographic dispersionRe-structuring and decentralizationSpin-off/divestiture

10 Kraft Foods Group, Inc. Over the last 3-4 years, the KM strategy has focused on helping R&D “Know What We Know” 10 Expertise Management Connect to and lever experts Documentation & Content Management Capture, organize, transfer & archive information Collaboration & Social Networks Lever the collective power of the organization Tacit Knowledge Capture Capture experiential knowledge, know how Underlying everything are tools/processes and change management

11 Kraft Foods Group, Inc. Knowledge management plays an important role in supporting Kraft’s mission and key strategies 11 Make Kraft THE North American Food & Beverage Company

12 Kraft Foods Group, Inc. Assessing Tacit Knowledge Needs 12 Identify Knowledge Fields of Interest Collect Information on Criticality Analyze of Each Field Prioritize Critical Fields for Capture Based on MASKII a technique developed by the French Atomic Energy Commission by staff at the Universite de Technologie de Troyes Structured approach Identify most critical fields at risk Match those fields with an appropriate KRT method

13 Kraft Foods Group, Inc. Identify Fields of Knowledge for Retention Solicit a list from RDQ&I Leadership Representation from each Business Unit Focus on areas most important to the Business – Employees likely to retire in the next 1-3 years – Technical areas with uni-personal knowledge – Technologies that are critical but not formally documented 13 KM Group Role: Prioritize needs against resource availability and available techniques

14 Kraft Foods Group, Inc. Identify Critical Knowledge Rare – Number and availability of knowledge holders – Availability of knowledge outside Kraft – Are we a leader in this field Useful – Alignment with mission and goals – Emergence of the field – Adaptability of the field Difficult to acquire – Difficulty of identifying sources for the knowledge – Role of networks Difficult to apply – Depth of the knowledge – History of the field – Role of external factors 14 Evaluate both present and predicted future criticality

15 Kraft Foods Group, Inc. Interview Process 2 technical experts + 1 manager per knowledge field Scored the knowledge field against the 11 questions – Questions were not shared prior to the interview – Interviews were less than 30 minutes each Gathered commentary – Gives meaning and depth to the score – Used to help scope out knowledge capture – Gathered names of additional people with expertise 15

16 Kraft Foods Group, Inc. 16

17 Kraft Foods Group, Inc. Analyze Each Field of Knowledge 17

18 Kraft Foods Group, Inc. Prioritizing Each Field of Knowledge 18

19 Kraft Foods Group, Inc. Prioritized Fields for Capture 19 Scores sub totaled for each area of criticality Scores totaled for each Field of Knowledge Final recommendation based on 3 factors: – Scores – Commentary – Timeline of retiring experts

20 Kraft Foods Group, Inc. Knowledge Books and the MASK Method 20 (M ethod for Analyzing and S tructuring K nowledge) First developed for the French Atomic Energy Commission Later developed at academic institutions Further developed through applications in large companies

21 Kraft Foods Group, Inc. Success Factors The expert(s) must be available to participate and make the Knowledge Book a priority – Management support is key – Engage a Recipient early to support the expert The needs of future recipients of the Knowledge Book must be considered Existing relevant documentation should be included in the Knowledge Book – By reference or including the content – Important not to under estimate time requirements of this step Knowledge Books should be living objects – A champion identified to own it and socialize it – Integrated into training on the topic The field covered by the Knowledge Book must be largely stabilized – 80% well defined and stable; 20% exploratory and growing Human factors – Ability of experts to communicate knowledge in a structured format 21

22 Kraft Foods Group, Inc. End Product PowerPoint in editable form Table of Contents is the Entry Point into the Knowledge Book; click to navigate 22

23 Kraft Foods Group, Inc. Knowledge Book Steps 23 Scoping Interview Knowledge Conversation 1 (Immersion) Knowledge Conversation N Integration of relevant documents ValidationSharing 2 H4 H TBD2-6 Wks … All interviews are recorded

24 Kraft Foods Group, Inc. Scoping the Knowledge Book Define the breadth and depth of the field of knowledge Identify areas for focus Identify areas that are out of scope Incorporate information gathered during the knowledge assessment Validate and obtain feedback – Direct manager of Expert – Knowledge Book Champion – Knowledge Book Recipients Scope flexes during the process and is non-exhaustive 24

25 Kraft Foods Group, Inc. MASK Elicitation Interviews 1:1 meetings between the facilitator and the expert – 1 expert at a time to avoid cross talk between experts Facilitator has no prior knowledge of the subject – Avoid assumptions and bias – Common question are why, how, what else, what is next Scope document helps initiate conversation – Conversation is allowed to flow naturally Modeling is done via notes on large pieces of paper – Computer is avoided – digital distraction Audio of conversation is recorded – Used to help fill in the models – 4 hours of elicitation takes 8-16 hours to fully model 25

26 Kraft Foods Group, Inc. MASK Modeling Fundamentals A body of knowledge (Knowledge Corpus) can be reflected in 6 points of view: 26

27 Kraft Foods Group, Inc. Sample MASK Activity Model 27 Rest the dough Refrigerator Plastic wrap Dough Prepare the pie dough Bowl Pastry Cutter Measuring Cups Ingredient knowledge Process knowledge Flour Butter Water Shape the crust Rolling pin Pie plate Dough know-how Rested Dough Bake the crust Oven Knowledge of baking phenomena Crust ready to bake Baked Crust It is best to roll the dough on a smooth surface like a stone countertop Use a small amount of flour to avoid sticking. Too much flour will toughen the dough ? Making a Pie Crust

28 Kraft Foods Group, Inc. Sample MASK Phenomenon Model 28 Triggering Event: Combining of ingredients Cooking SourceTarget Flaky pie crust Influence Type of flour Type of fat Flour particles coated in fat Flow Steam is released Doug is slightly expanded. Initial oven temperature impacts steam generation Size of coated flour particle impacts final texture Over mixing of ingredients can limit steam Consequence: Thin and flaky crust Water is converted to steam during baking. Baking a Pie Crust

29 Kraft Foods Group, Inc. Sample Concept Model 29 Pastry Pie Pastry Yeast Dough Cakes Sheet CakesMuffins Bread Bagels Sweet DoughBread Dough Flaky Crust Short Crust Sweet rolls Donuts

30 Kraft Foods Group, Inc. Sample Task Model 30 Making Bread Measure flour into a bowl Set ½ cup of flour aside Cover the loaf and rise Form the loaf Dust hands with reserved flour Knead the dough Add additional ingredients Leave as is Make a well in the flour Add water Add yeast Specialty breadPlain bread Bake the loaf //

31 Kraft Foods Group, Inc. History Model 31 Evolution of the Knowledge Domain Timeline A Ex. Product Development Timeline B Ex. Package Development Timeline C Ex. Product Launch Generation 1Generation 2Generation 3 Generation 1 Generation 2 OBJECTIVE Generation 2 Milestone (date)

32 Kraft Foods Group, Inc. Lineage Model 32 Evolution of Specific Concepts or Objects 1 st Generation Start Date – End Date Pros and cons 2 nd Generation Start Date – End Date Pros and cons 3 rd Generation Start Date – End Date Pros and cons Evolution Drivers

33 Kraft Foods Group, Inc. Structure of a Knowledge Book Table of Contents is the starting point Divided into sections accessed by links from a Table of Contents Many links within the models to additional explanation and related materials Elicitation style and approach of the expert drives the end product – Books that have fewer models and more text explanation – Books that have more models and more pictures and charts 33

34 Kraft Foods Group, Inc. Example of a Highly Visual Book 34

35 Kraft Foods Group, Inc. Example of a Highly Textual Book 35

36 Kraft Foods Group, Inc. Advantages of Knowledge Modeling A picture is worth a thousand words Wide applicability – not case specific Ability to reflect a complex knowledge area – Captures decision processes and ways of thinking – Several models taken together for a complete depiction – Extensive linking of models and content Integrates and incorporates information sources – If a document exists incorporate rather than re-model – Link to external content, reference it or add it verbatim within the book – Ex. Technical Reports, photos, videos, books, journal articles 36

37 Kraft Foods Group, Inc. Socializing the Knowledge Book Expert and/or Knowledge Book Recipient presents the book Expert and/or Knowledge Book Recipient submits the book as a Tech Report in R&D Suite Champion communicates the existence of the book Recipient updates the book Used as an element of formal training classes offered through Kraft University 37

38 Kraft Foods Group, Inc. Process Cheese Knowledge Book – 18 Months Later Systematically shared via presentation shortly after completion Contents are generalized for training for non-technical internal audiences Verbatim excerpts for technical training Tool for new employee orientation Used by senior experts as a standard reference 38 “I found it extremely enlightening because it highlighted and put structure on what we learn. Often we create knowledge in seemingly random efforts, but this exercise help organize our areas of expertise and even highlight areas that could use more attention in the future” – Kraft expert

39 Kraft Foods Group, Inc. Additional Reading How to capitalize knowledge with the MASK method? Nada Matta; Jean-Louis Ermine; Gerard Aubertin; Jean-Yves Trivin K%20method.pdf The MASK Method: English Documents from Jean-Louis Ermine 39

40 Kraft Foods Group, Inc. Knowledge Mapping For fast knowledge retention and transfer Mind map of responsibilities and activities that make up a role Shows connections and interdependencies within a role Act as a training guide for managers who are new to their roles Identify knowledge that is unique to an individual Blueprint for future knowledge transfer 40

41 Kraft Foods Group, Inc. Sample Knowledge Map (Concise View) 41

42 Kraft Foods Group, Inc. Final Thoughts Keys to Success – Senior Management support and advocacy – Must be business driven – Make it engaging and rewarding for the experts Involvement in Knowledge Retention and Transfer Activity is the ultimate professional complement 42

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