Kraft Foods Group, Inc. Knowledge Capture and Transfer at Kraft Foods KM@ KSU Webinar Series March...

Kraft Foods Group, Inc.

Knowledge Capture and Transferat Kraft FoodsKM@ KSU Webinar SeriesMarch 20, 2014

Kraft Foods RDQ&I Knowledge ManagementNanako MuraJeni Wolf

Kraft Foods Group, Inc.2

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


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


Over 300 Years of Iconic Brands… and Counting

Source: Kraft Foods Archives

1966

1972

1975

1983

1988

1979

1965

1777

1780

1862

1870

1880

1899

1903

1905

1906

1927

1928

1930

1933

1937

1954

1959

1957

1982

2004

2011

1889

1896

1883

1897

1892

1800 19001700 2000


Madison

GlenviewTarrytown

East Hanover

Kraft has over 750 R&D employees located across US and Canada

RDQ&I Centers

Satellite locations

MontrealToronto

Memphis


Business Units

Research, Development, Quality and Innovation Organization

Chuck DavisEVP

RDQ&I

Canada Research & Supplier

IntegrationQuality 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. Prin. Scientist - KMJeni Wolf

Assoc. Prin. Scientist – IPRathna Koka

KM, IP AnalystKathy Sullivan

Assoc. Prin. Scientist - Training

Open


Role of the Knowledge Management Team

• 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


Impetus for creating a Knowledge Management strategy

Knowing What We Know


Situations resulting in knowledge at risk

Retirements

Internal moves

Attrition

R&D center relocation

Geographic dispersion

Re-structuring and decentralization

Spin-off/divestiture


Over the last 3-4 years, the KM strategy has focused on helping R&D “Know What We Know”

10

Expertise ManagementConnect to and lever experts

Documentation & Content Management Capture, organize, transfer & archive information

Collaboration & Social Networks Lever the collective power of the organization

Tacit Knowledge CaptureCapture experiential knowledge, know how

Underlying everything are tools/processes and change management


Knowledge management plays an important role in supporting Kraft’s mission and key strategies

Make Kraft THE North American Food & Beverage Company


Assessing Tacit Knowledge Needs

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


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

KM Group Role: Prioritize needs against resource availability and available techniques


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

Evaluate both present and predicted future

criticality


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


Criteria Level 1 Level 2 Level 3 Level 4Expert 1 Choice Expert 1 Commentary

Expert 2 Choice Expert 2 Commentary

Manager Choice

Manager Commentary

Number and Availability of Kraft Knowledge Holders

Universal:Everyone in the Kraft unit controls the knowledge of the field.

Shared:Many people with the company share expertise and they are readily available.

Rare:Few people at Kraft share the expertise and they are not very available.

Unipersonal:There is a single expert are unavailable most of the time or is no longer with Kraft.

Availability of Knowledge Outside of Kraft

Externalizable:Other orgs practice the field and can carry out work. Can be easily externalized.

Common:Other orgs practice the field, but it cannot be easily externalized.

Specific:Very few organizations practice the field - it is rare.

Exclusiveness:Kraft is the only org that has competencies and know-how in the field, it is impossible to get from the outside.

Leadership

Minor:Kraft plays a very minor role in this field.

Secondary:Kraft plays in this field, but is not known for our contribution.

Major:Kraft is one of the most active organizations in this field.

Dominant:Kraft has proven dominance in the field and is recognized as a leader.

Alignment with Kraft's Mission and Goals

Interest not expressed:The strategy does not mention this field.

Expressed interest:The strategy mentions this field, but depends only slightly on it to achieve its objectives.

Strong expections:The field plays a larger role in achieving strategic objectives, but is not the largest factor.

Priority:The field is identified as integral to achieving strategic objectives.

Emergence

Old or substitutable:It is an old field of knowledge and can be replaced by a more current field

Field under development:The field is emerging, but the way in which it is developing doesn't correspond to Kraft's objectives.

Current field:The field is emerging at a steady rate and developing in a way that links to Kraft's objectives.

EmergenceThe field is emerging quickly and in a way that is strongly linked with Kraft's objectives. We have an interest in pushing the emergence of the field.

Adaptability

Non adaptable:Reuse is never considered, adaptation for another context is impossible.

Slightly adaptable:Knowledge can be used in different contexts, but it is diffi cult to adapt.

Adaptable:It is possible to use and adapt the knowledge to different contexts.

Easily adaptableThe knowledge is reusable and easily adaptable to other contexts.

Diffi culty of identifying sources for the knowledge

Structured:Everyone has the means to id the person and/or information that they need in the field.

Organized:Kraft has tools or networks in place for people to find what they need, but these resources are not always known to everyone.

Personalized:Each individual has their own network, tools or method of finding the information that are not shared.

Unorganized:It is diffi cult for all to find what they need. Everytime a need arises is an emergency. No or few networks, tools or standard methods.

Role of networks

No need of network:Having command of the field does not require a network.

Accessible network:It is simple and easy to build a network in the field of knowledge. Networks are useful, but not absolutely necessary.

Complicated network:It is simple and easy to build a network in the field, and a network is necessary to have command of the field.

Complex network:It is diffi cult and time consuming to build or connect with a network. The people involved with the field are heterogeneous and aren't thought of as a single community.

Depth of the knowledge

Non expert:This field isn't one where anybody is considered an expert.

Technical:We have the knowledge we need to solve problems, but not to really explain the problems.

Specialist:We have the knowledge to solve problems and explain why the solution worked.

Expert:We have the knowledge to solve complex problems with complex solutions that are understood, identified and explained.

History of the knowledge

Insignificant history:The field is recent, or its history isn't known.

Existance of history:There are some notable events in the history of the field, and understanding just the notable events is enough to understand the field.

Marked history:Understanding the history of the field is helpful in mastering the area.

Historical base:It is impossible to understand the field without knowing its history. History is an integral part of the field.

Dependence on the environment

No dependence:The field is self contained. There is very little dependence on internal or external factors.

Internal dependence:The development of the field relies on Kraft regulations and environmental factors.

Controllable dependence:The development of the field relies on environmental factors, but it has some influence over those factors. (Contracts, org. objectives)

Uncontrollable dependence:The development of the field is dependent on unavoidable external factors which it does not have influence over. (Regulations, budgets)

Additional Commentary

Rarit

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Diffi

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Analyze Each Field of KnowledgeCriteria Meat Beverages Dairy Quality Snacks Packaging Meals Coffee Shared Tech.

ExpertsW. Barron

S. BrackebuschC. Sawyer

J. BarilD. Parker

A. Thompson (juice)

D. ReddyB. Dias

C. Galer?P. Gass?

D. SemanS. QuickertC. Austin?

D. SmythR. Sauer

T. TedeschiA. del Castillo

R. VillotaG. Haro

R. ApiscopaJ. Zimmerman

D. HayesN. Rerngsamai

D. JohnsonM. Bordonaro

ImpactsY - Barron (conf. no

extension)

Y- Baril Extended to 12/2013

Y - Andy Thompson

extended to 08/2013

Y - Reddy None None T. Tedeschi NoneY - Apiscopa (no extension) and

HayesNone

Number and Availability of Kraft Knowledge Holders

6 5 7 6 4 6 7.5 6 5

Availability of Knowledge Outside of Kraft

6 4 3 4 4.5 6 6 6 4

Leadership** 3 4 2 4 4 3 3 3 3

TOTAL 15 13 12 14 12.5 15 16.5 15 12

Alignment with Kraft's Mission and Goals**

3 4 4 4 4 4 4 4 4

Emergence 5 6 7 8 5 6 3 4 2

Adaptability 4 5 6 5 5 8 2.5 3.5 6

TOTAL 12 15 17 17 14 18 9.5 11.5 12

Diffi culty of identifying sources for the knowledge

6 4 6 6 6 4 7 6.5 5

Mobilization of networks 6 6 6 7.5 6 6 8 7 6

TOTAL 12 10 12 13.5 12 10 15 13.5 11

Depth of the knowledge 7 8 6.5 5.5 4 6 6.5 7 8

History of the knowledge 6 8 5 6 7 6 3 6 8

Dependence on the environment

6 6 5 6 6.5 6 3 6 4

TOTAL 19 22 16.5 17.5 17.5 18 12.5 19 20

58 60 57.5 62 56 61 53.5 59 5552 52 51.5 54 48 54 46.5 52 48TOAL MINUS MANAGER INPUT

OVERALL TOTAL

Plan

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Diffi

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Prioritizing Each Field of Knowledge

18


Prioritized Fields for Capture

• 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


Knowledge Books and the MASK Method

(Method for Analyzing and Structuring Knowledge)

• First developed for the French Atomic Energy Commission

• Later developed at academic institutions

• Further developed through applications in large companies


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


End Product

• PowerPoint in editable form• Table of Contents is the Entry Point into the Knowledge Book; click to navigate


Knowledge Book Steps

Scoping Interview

Knowledge Conversation

1(Immersion)

Knowledge Conversation

N

Integration of relevant

documentsValidation Sharing

2 H 4 H 4 H TBD 2-6 Wks…

All interviews are recorded


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


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


MASK Modeling Fundamentals

A body of knowledge (Knowledge Corpus) can be reflected in 6 points of view:


Sample MASK Activity Model

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

• OvenKnowledge 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


Sample MASK Phenomenon Model

Triggering Event:• Combining of

ingredients• Cooking

Source Target

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


Sample Concept ModelPastry

Pastry

Pie Pastry Yeast Dough Cakes

Sheet CakesMuffins

• Bread• Bagels

Sweet DoughBread DoughFlaky CrustShort Crust

• Sweet rolls• Donuts


Sample Task ModelMaking Bread

Making Bread

Measure flour into

a bowl

Set ½ cup of flour aside

Cover the loaf and rise

Form the loafDust hands with reserved flour

Knead the dough

Add additional ingredients

Leave as is

Make a well in the flour

Add water

Add yeast

Specialty bread Plain bread

Bake the loaf

// //


History ModelEvolution of the Knowledge Domain

Timeline AEx. Product

Development

Timeline BEx. Package

Development

Timeline CEx. Product Launch

Generation 1 Generation 2 Generation 3

Generation 1

Generation 1 Generation 2

OBJECTIVE

OBJECTIVE OBJECTIVE

Generation 2

• Milestone (date)

• Milestone (date)


Lineage ModelEvolution of Specific Concepts or Objects

1st Generation

Start Date – End Date

Pros and cons

2nd Generation


Pros and cons

3rd Generation


Pros and cons

Evolution Drivers

Evolution Drivers


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


Example of a Highly Visual Book


Example of a Highly Textual Book


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


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


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

“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

http://www.kraftbrands.com/cheezwhiz/


Additional Reading

How to capitalize knowledge with the MASK method?Nada Matta; Jean-Louis Ermine; Gerard Aubertin; Jean-Yves Trivin

http://aries.serge.free.fr/document/How%20to%20capitalize%20knowledge%20with%20the%20MASK%20method.pdf

The MASK Method:http://aries.serge.free.fr/document/The%20MASK%20Method%20.pdf

English Documents from Jean-Louis Erminehttp://aries.serge.free.fr/index.php?page=content/MASK/SA32#English




http://aries.serge.free.fr/document/The%20MASK%20Method%20.pdf

http://aries.serge.free.fr/index.php?page=content/MASK/SA32#English


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


Sample Knowledge Map (Concise View)


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

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