kawasaki's collaboration journey at motorspeed - engage 2017

Kawasaki's collaboration journey at motor speedTuesday, May 9 | 14:45 - 15:05 | B. Okapi 2

© Copyright & proprietary Silverside B.V.

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https://engage.ug/engage.nsf/

Sasja Beerendonk


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[email protected]

Agenda

⌾ About Kawasaki

⌾ About Silverside

⌾ PACE

⌾ Once upon a time …

⌾ Plan: Pilot groups COP’s

⌾ Acquire: New way of working scenarios

⌾ Acquire: New intranet using XCC

⌾ Change: Me – We – Key scenarios


Kawasaki Heavy Industries Japan

(KHI)

Kawasaki Motors Europe N.V.

(KMEU)

Branch officesPrivate

Distributors



5

Kawasaki branches

UK

Frankrijk

Spanje

Celebrating 120 years in business


Silverside profile

• One stop shopping: from advise, definition, realisation, implementation, support and hosting of ‘best of breed’ enterprise systems

• Established in 1998, still growing and profitable

• 20 consultants working directly for Silverside and a network of 25 consultants we work closely with

• Located in Capelle aan den IJssel (near Rotterdam), with satellite offices in strategic regions across the globe

• About 200 customers in Europe in several segments of the market

• Prominent partner status at both IBM and Microsoft

• Internationally recognized as a speaker in Social Collaboration and Document Management fields

• All Silverside shareholders are actively involved with the organisation on a daily basis

• Strategic partnership with collaboration guru, Michael Sampson


8

Why

Our vision is to make people more productive in their daily work, by providing smarter collaboration tools.

We believe that the biggest challenge in creating a collaborative business is the end-user’s adoption of the new technology.


9

How

We pace organisations across EMEA in their journey of transforming into a collaborative business.

We design a race plan for your organisation, taking into account the necessary gear, energy and resources, for achieving the vision.


10

What

We make a [P]lan for the change

Take action in the [A]cquire phase to make it real with the latest IBM & Microsoft tools

we motivate people with an adoption strategy in the [C]hange phase

Then we provide ongoing support and improvement of the adoption of the platform during [E]nhance


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Once upon a time…

Community of

InterestTeam

Community

ProjectCommunity

Community of

Practice

Company

Employees

Long term Short term

Plan


Target audience: Cognos developersCognos key usersAll employees

Goal:

Effective implementation of Cognos in KME

Need to change (what problem will it solve):Collaborate (co-operate & communicate) in a more efficient and structural manner. Support in steps, and bi-directional:

Developers Key-users End-users.

WIIFM:For Developers: Increased efficiency and a lowered support burden. Process control, monitoring activities, less emails.

Key-Users: Increase communication amongst them, a central place for findinginformation, provide feedback / input to the developers.

End-users:Stronger relationship between KU and EU. Faster answers. Bettersupport.

Work agreements:1. End users search for information first in Kawa Connect.2. If information is not in there already, they will ask a question in

a Forum.3. Other members have responsibility to reply / answer the

known solution or give possible suggestions, or give anexpectation of when an answer will be found.

‘ Stop with / Start doing’ patternsStop using e-mail / be pro-active and self supporting.

Description: Share knowledge amongst developers, key-users andend-users about the cognos tools they use.Provide support to end-users, and peer-to-peer support (collaboration between different user groups).

Tools used:Wiki Glossary & past-problemsForum Ask / answer questions and issuesActivities Development, planning and testingBookmarks More info on external help sites Main Community: Open for allSub-community for Development and Key-users

Building a Cognos Knowledge Center


Target audience: Branch management, CPO, R&D, Staff (all KME)

Goal: Create accessible, central, trusted, detailedmarket data.

Need to change (what problem will it solve):Reduce duplicate workMaximise the strength of the KME networkIncrease market knowledge

WIIFM:More information by combining knowledge.Awareness of available knowledgeLess searching, more editing.

Work agreements:1. End users search for competitor information in Kawa

Connect Blogs (recently) or Wiki (trusted, structured).2. If information is not in there already, they will share it

in a blog (or in the Wiki if they are R&D).3. Employees may write in their own language in the

Blogs. The Wiki is in English.

‘ Stop with / Start doing’ patternsStop emailing R&D to provide new competitor information or ask if there is some information / Start in community as the 1st place to search and contribute.Stop saving local files / Start sharing information in Blog Wiki.Stop using email with Cc: (and forget to include people) / Start sharing more openly through Blogs.

Description: Increase market knowledge by making it easier foremployees to share new information and find availableinformation. Reduce duplication of work, and work-load of R&D.

Tools used:Blog Members provide input on new public market data (possibly with pictures).Wiki R&D staff publishes structured market data in comparableformat (members can read only).Bookmarks Direct links to external competitor sites, corporate pagesMain Community: Open for all (Public)Tags Create structure and gudielines for consitent tagging.Wiki Help/Howto page (link to from Community description)

Increase public competitor knowledge



16

Acquire


17

Acquire

Making it matter

Why are we choosing this platform?

What is the thought behind it?

How will it help us?


18

Acquire

Making itabout Kawasaki's

mission statement“Our mission is to enable riders to more completely control high-performance machines, and enjoy the pleasure of riding.Helping riders realise this simple and innate desire is the goal of Kawasaki technology”

Continually pursuing new technologies in the creation of our high-performance engines.

Advanced engineering, exhaustive testing and continuous striving for superior reliability, safety and performance.



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Acquire

Making itconcrete for

Kawasaki Connect

“Bringing people together for maximum efficiency to deliver the right actions in a timely manner for a happy customer.”



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Acquire

Making work

more concrete

The way we work now

The way we work new

Work senarios

Kawasaki Connect

tools

Current tools and methods

Name Target group

Goal

Need to change

WIIFM / WIIFU

Description Behavior / agreements

Tools

Who are involved, in what role?Describe the situation

What is the goal of this scenario? Keep in mind the ‘why’! What are the quick wins for the people involved? And how does this benefit theorganisation?

What are the work processes, content, information types?

Describe:• Actions emplyees do, and with who• Communication-matrix• Types of documents / content

What agreements, governance, etiquette are important?‘ Stop with / Stgart doing’ patterns

What are the (new) tools needed?

Which problem(s) does this solve?

Ou

tlin

e y

ou

r sc

enar

io


The way we worknew

The way we worknow

Target audience

HQ TSD staff

Why

Perform Product improvement tasks to achieve and maintain a high level of satisfaction for all individual consumers at all times.

Goal

Improve traceability and reduce administrative workload by streamlining the primary tasks via Connections.

Need to change

• Improve tracking email / information• Remove need to cut and paste information. • Reduce duplicate information and workload.• Improve traceability• Accuracy of the data• Add reminder / chase for action and status updates• Avoid missing deadlines.

WIIFM

• Track status and progress of a recall process at any time, by all participants

• No more version chaos with files• All communication in-line with files and process• Automatic notifications of progress• Traceability: clear who needs to do what/when, nothing gets missed • Reduction of admin workload (allows more focus on other TSD

projects)

Work agreement

• KHI information will be copied to Connection by TSD staff• HQ TSD pro-actively adds data and subsequent communication to

Connections

Process flow

-> Receive draft info from KHI -> make KME draft for approval -> inform branches as advance info -> exchange various docs for approval process -> Inform market▪

Scenario Recall / FDM Preps

Who are involved

KHI TSD staff (QA)HQ TSD staff

Current tools• Projects Database• Lotus Notes mail• Telephone

New tools• Community• Files• Activity• Notifications

Stop doing

• Duplicate workload• Manual tracking / chase ups

Start doing

• Centralize information• Pro-active communication• Automatically track history /

status for traceability purposes


Why

Perform Product improvement tasks to achieve and maintain a high level of satisfaction for all individual consumers at all times.

Goal

Improve communication and reduce administrative workload by streamlining the primary tasks via Connections.

Need to change

• Improve tracking email / information• Remove need to cut and paste information• Reduce duplicate information and workload• Accuracy of the data• Add reminder / chase for action and status updates• To avoid missing deadlines

WIIFM• Track status and progress of a new tool order process at any time, by

all participants• No more version chaos with files• All communication in-line with files and process• Automatic notifications of progress• Traceability: clear who needs to do what/when, nothing gets missed

Work agreement

• KHI information will be copied to Connections by TSD staff• HQ TSD pro-actively adds data to Connections• Branch staff to use Connections for related communication. • “normal” PD communication will be copied to Connections

Process flow

-> Advance info from KHI -> info shared with branches & PDs

-> HQ TSD collect / collate and submit orders to KHI -> circulate price / order info

Scenario Special Tool Orders

Target audience

Branch staff <primarily>PD staff <lower level, don’t have access>

Who are involved

KHI TSD staff (QA)HQ TSD and PAS staffBranch TSD staff

Stop doing

• Duplicate workload• Manual tracking / chase ups

Start doing

• Centralize information• Pro-active communication• Automatically track history /

status for traceability purposes

Current tools• Projects Database• Lotus Notes mail• Telephone

New tools• Community• Files• Activity• Notifications



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Acquire

Announcing it and deliver

the new intranet

ChangeChange

Making it available

to all


Change


ORGANISATION

TEAMS

INDIVIDUAL

Me

We

New way of file sharing


My Files Community Files Organisation Files

Word Excel PowerPoint Other

The problems with fileshares


Year

Customer Project

Customer

Project

Year

Document ‘CF020416.docx’

XX

X X X

New way of file sharing


My Files Community Files Organization Files

Word Excel PowerPoint Other


But collaboration is more than sharing files!

⌾ Plan, organize work, do, and track progress

⌾ Create, share and co-edit files

⌾ Converse

⌾ Meet

Planning

Files

Communication

Action


Re-think fileshares to Community Framework

⌾ Is it a …


P:

departments

HR

marketing

sales

R&D

projects

Community of

InterestTeam

Community

Project Community

Community of

Practice

Organization

Employees

Short termLong term

Thank you!

⌾ Contact me for more info or to have a talk

⌾ Download our free PACE whitepaperhttps://www.silverside.com/download/pace-whitepaper/

⌾ Take the Collaborative Culture Assessment at our boothhttps://www.silverside.com/cca/

Sasja BeerendonkBusiness Consultant and Learning & [email protected]

https://nl.linkedin.com/in/sbeerendonk


https://www.silverside.com/download/pace-whitepaper/

https://www.silverside.com/cca/

mailto:[email protected]

https://nl.linkedin.com/in/sbeerendonk

kawasaki's collaboration journey at motorspeed - engage 2017

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