development and application of knowledge management in clp power

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Development and Application ofKnowledge Management in CLP Power

Paul PoonDirector – Power Systems

CLP Power Hong Kong Limited

Symposium on Knowledge Management – Towards Organisational Excellence, 8th July 05

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Agenda

Business Background Needs for KM KM Vision, Mission & Strategies Current Developments and Applications Critical Success Factors & Experiences Way Forward

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The CLP Group

•Operates power plants in HK, mainland China, Australia, India, Taiwan and Thailand, with a total of 14,659MW of generation asset.

•Employs 4633 staff, of whom 3877 in Hong Kong

New Territories

Lantau Island Hong KongIsland

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CLP Power in Hong Kong

Electricity Supply since 1903

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0099* 01 02 03 04

*Excludes outages caused by typhoon York

Minute

20

15

10

5

Unplanned Customer Minutes Lost (CML)

Reliability Performance

CLP Power

Singapore

London

Sydney

Tokyo

ParisNew York

Supply interruption duration (Mins)0

25

50

75le

ss r

eliab

le

more

re

liab

le

1.5 1.0 0.5 0.0 Tariff

(HK$/kWh)less affordable more affordable

Tariff vs Reliability

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Environmental Performance

0

20

40

60

80

100

120

140

160

90 91 92 93 94 95 96 97 98 99 00 01 02 03 04

0

5

10

15

20

25SO2 (-35%) NOx (-80%)

Particulates (-68%) CO2 (-5%)

CLPP’s Emissions over the Past 15 Years

CO

2 (

Meg

ato

nn

e)

SO

2 N

Ox &

Part

icu

late

s

(kiloto

nn

e)

Local electricity sales increased from 18,000GWh in 1990 to 30,000GWh in 2004 (70%↑)

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Other Key Business Performance

• Productivity: increased by 127% in the past 10 years

• Tariff: frozen since 1998 and rebated HK$3B in the past 6 years

• Overall winner of the HKMA Quality Award in 2004

• Best Managed Companies Poll 2004 (HK Region) – by Asiamoney

• Corporate Governance Asia Recognition Awards 2004 – by Corporate Governance Asia Journal

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Electricity Supply Chain

Residential Building

Generation Transmission & Distribution Network

Remote Customers

Customer Services

Customer Service: 2.2 million customer accounts

(representing 80% of Hong Kong’s total population)

Installed Capacity:8,263 MWLocal Power Stations:Castle Peak / Black PointPenny’s BayExternal Power Stations:Guangdong Nuclear, Daya Bay / Guangzhou Pumped Storage, Conghua

Transmission System (400kV, 123kV):Substations: 202 Transformer Capacity: 32,161 MVACircuit length: 1,691 km

Distribution System (33kV, 11kV, LV):Substations: 12,215Transformer Capacity: 22,450 MVACircuit Length 10,264 km Data 2004

Different KM initiatives for different business objectives

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Needs for KM

Unique business nature: Unique expertise - one of the 2 power utilities

in HK; no power system equipment suppliers in HK

Knowledge intensive organisation - not easy to replenish experienced staff from the market

Prepare for future growth and challenges:

Expedite job rotations program for staff development and growth

Experienced staff retirement - require systematic approach to retain critical knowledge

Adoption of new advanced technologies - need to acquire knowledge (breadth & depth) in a short time

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Instructions, codes of practices, policies Electronic Document Management System Quality Circle Convention (QCC) Lessons Learnt/ Project Review Documents E-learning Experience sharing Sessions Best Practices Benchmarking ….

KM activities in the past:

We have a long tradition of knowledge sharing….

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Key Strategies Identify & Retain critical knowledge Enhance infrastructure to facilitate

exchange of knowledge Promote the value of sharing working

knowledge Develop new knowledge

Now, we adopt a more systematic and integrated approach in KM

KM Vision & Mission

“To be a leading organization in managing the knowledge

resources to assure effective delivery of electrical energy”

PSBG KM Strategies

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Current Developments and Applications

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PSBG KM Organisation

PSBG KM Steering Committee

PSBG KM Work Group

KnowledgeRepository

Team

iKue ProjectTeam

DepartmentalKM Work Group

KM Work Groupof other BGs

Measurement & Incentive

Team

Community of

Practice

PromotionTeam

ExpertDirectory

Team

To drive the implementation of PSBG KM strategies, a three-tier KM structure is established

Initiatives Project Teams

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Identify and retain critical

knowledge

Enhance infrastructure to facilitate exchange of knowledge

Promote the value of sharing working

knowledge

Develop new knowledge

iKue Project

Project Scope:• Capture mission critical knowledge

• Establish 10 critical knowledge themes

2007-08Distribution 11kV Switchgear O&M10

2007Transmission Switchgear Design9

2007Primary Transformer Design8

2006-07Transmission Cable Circuit Design7

2006Power System Operation Experience & Incidents 6

2006Primary Transformer & Reactor fault diagnosis 5

2005Transmission OHL O&M4

2005Protection O&M3

2005-06Transmission Switchgear O&M2

2004Transmission Cable O&M1

Time FrameKnowledge Theme

2007-08Distribution 11kV Switchgear O&M10

2007Transmission Switchgear Design9

2007Primary Transformer Design8

2006-07Transmission Cable Circuit Design7

2006Power System Operation Experience & Incidents 6

2006Primary Transformer & Reactor fault diagnosis 5

2005Transmission OHL O&M4

2005Protection O&M3

2005-06Transmission Switchgear O&M2

2004Transmission Cable O&M1

Time FrameKnowledge Theme

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knowledge



knowledge


iKue Project

Project Scope:• Project Schedule: 2004 ~ 2007• Leverage on iKue platform

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KnowledgeElicitation

Subject Experts

Elicitation Tapes

StructureKnowledge

KnowledgeTranscript

DisseminateKnowledge

Structured Knowledge Capturing ProcessIdentify and retain critical

knowledge



knowledge


iKue Project (cont’d)

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How can iKue be used?

Current iKue Project status•1 knowledge theme rolled out in 2004

•3 knowledge themes being developed in 2005


knowledge



knowledge


iKue Project (cont’d)

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• Formation of Community of Practices (CoP) to review and update the knowledge themes

• Maintain the contents accurate and include up-to-date info into the knowledge themes

• First CoP established in Q1 2005

Community of Practices


knowledge



knowledge


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knowledge



knowledge


KM Portal

Continue to upgrade and maintain KM Portal

• Rolled out in July 04

• Single entry point for various knowledge items

• Contents arranged in logical structure for easy navigation and information retrieval

• Provides website search engine and glossary

• Continuous improvement based on the results of the knowledge audit

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knowledge



knowledge


A web application that allows user to search for Subject Experts

Subject Experts being nominated to provide advices on technical enquiries

Criteria for nomination into the Expert Directory includes:

•Experience in the field•Communications skills•Knowledge sharing inclination

Expert Directory

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knowledge

Knowledge-sharing culture development:

• KM Team Building Workshops

• Quarterly KM newsletter

• Competitions

• E-games

• Roadshows

• KM Workshops / Seminars

• Communication via Departmental KM Representatives

Knowledge Sharing Culture Promotion


knowledge



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Measurement and incentive systems

• Recognition ceremonies

• Planned assessment on iKue system by CoP

• KM cultural survey

• KM awards

Measurement & Incentive Systems


knowledge


knowledge



Contribution

Effectiveness

Culture

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knowledge



knowledge


Knowledge Audit & Knowledge Repository

Knowledge Audit• Assess knowledge possessed and gaps • Prioritize knowledge areas to be further

captured/developed • Focus on business needs • Use the Knowledge Audit to derive the framework of the Knowledge Repository

Knowledge Repository Roadmap• Positioned as a “Corporate Memory”, comprising:

• Codified Knowledge (tacit & explicit)• Links to subject matter experts / CoPs

• The Codified knowledge should also include Audio/video recordings, best practices documentation, lessons learnt, etc

• Contents of the Repository are to be furnished by line units

BusinessObjectives

Process Flow

Non-codifiedKnowledge

People

Codified Knowledge

Technology

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knowledge



knowledge


Knowledge Repository

Pictorial Representation to illustrate the relationships between the KM portal, Knowledge Repository & iKue

Platform for critical knowledge - iKue

Backend Platform- Knowledge Repository

Transmission Switchgear Design

K-theme 2

K-theme 3

.....K-theme 4..

Specific Knowledge Themes with model

Knowledge

Repository

Graphic User Interface - KM Portal

KM information

PSBG Knowledge

Map

Topic 1 (Transmission

Switchgear)

Topic nTopic 3

Topic 2O&M

DesignSub-Topic 1

Sub-Topic 1

SME Sub-

Topic 2

Knowledge Map with experience-based materials

Sub-Topic 1

Sub-Topic 2

Transmission Switchgear O&M

SME

SME

SME

SME

SME = Subject Matter Experts

ExpertDirect-

ory

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Critical Success Factors

People: Senior Management’s Commitment with adequate

resources allocation Colleagues’ buy-in ProcessPeople

Technology

Process Incentive schemes to motivate staff to

contribute and learn Effectiveness measurement Processes to maintain and update

captured knowledge

Technology Effective knowledge capturing platform and methodologies

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Further Examples of the benefits of KM

Knowledge elicitation of an Engineer with 30 years of Service Experience

• Capturing the colleague’s experience on Transmission Switchgear and

Transformer Design before retirement

• Documented the rationale (or tacit knowledge) behind the clauses in

the technical specifications:

– Transformer blowers - Galvanized wire-mesh guards, with a mesh not greater than 13mm, shall be provided….

– The 132kV/11kV transformer’s tap changer rated step voltage should be about 3000V…….

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Further Examples of the benefits of KM

Knowledge elicitation on Overhead Line O&M Knowledge Theme

• Capturing various colleagues’ knowledge on Overhead Line

Operations & Maintenance

• Information scattered; locations of relevant information not

clear

• By capturing the knowledge into iKue, as

well as codifying the relevant tacit

knowledge, also provides a systematic

central platform for searching / retrieving

knowledge

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Our Experience

• No winning strategy, every organisation’s situation is different

• Need to educate staff on KM

• Recognize on-going maintenance efforts

• Should have a comprehensive & sustainable implementation plan

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Way Forward

Near Term (within 1~2 year):• Complete the critical knowledge themes in

iKue

• Establish CoPs for critical knowledge themes

• Gradually build up the Knowledge Repository

• Further devise incentive schemes and design systematic programmes to motivate staff to contribute and make use of KM

• Conduct workshops, broadcast newsletters, and organize functions to foster knowledge sharing culture

Longer Term (3~5 years):•Expand the application of CoP

•Establish system to measure effectiveness of KR

•Conduct regular survey on knowledge culture

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知識管理齊獻力薪火相傳互得益

Slogan

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132kV oil-filled cable damaged by an excavation contractor …

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Cable jointing …

Cable joint Ferrule

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Knowledge captured in iKue …

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Knowledge captured in iKue …

development and application of knowledge management in clp power

Documents

hong kongclp power

clpp capco kttotal pm

mwlocal power stations

clpp capco kt901872382

hong kongelectricity

hk region

rebated hk

customer accounts