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DaimlerChrysler EBOKs

Srinivasan S (180)

Subhash M (181)

Sumanth P (182)

Sunny Kataria (183)

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Case facts

1980 : Chrysler corporation survivedbankruptcy; revamped its approach tobusiness, suppliers and its workers.

1987: Acquired American motors

corporation Developed and deployed advanced dedicatedplatform design and production methods

Started working on a new model engineering

and design facility1998: Daimler Benz became the majority

owner of Chrysler corporations DaimlerChrysler corporations

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The transformation.Traditional practice of organizing the new designsby organizational functions (silos) done awaywith.Cars were now designed by a single teamconsidering customer needs and preferences.Engineering teams focused on a single type of carplatformA CONCEPT to PRODUCTION system adopted towork on new models.

The result reduced costs, increased quality,increased market responsiveness and time tomarket reduced.

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Problems with the new approach

Unexplained errors in the new platforms

Organizational memory problem

The same mistakes were being made

repeatedly. Mentoring and peer support had become

limited.

Professional collaboration ceased.

Problems and solutions were not beingdocumented or shared.

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The Revolution

KNOWLEDGE MANAGEMENT !!

EBOK established

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EBOK

Engineering Book Of Knowledge

Chryslers intranet supporting a knowledgerepository of best practises and technical

know-howEmployee participation at grassroots level- a key element

Written in GrapeVine, runs as a LotusNotes application, accessible withNetscape browser and NewsEdge.

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Working of EBOK

The Tech Clubs- an iterative teamapproach used to explore and enterknowledge into EBOK.

Best practises are identified, refined,confirmed and then entered into EBOK.

Comments are invited on a new proposedbest practise.

The Book Owner is responsible forapproving new entries and changes madeto the Book.

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EBOK the living book....

Emerged as DaimlerChryslers officialdesign review process.

Contains best practises information about

DCs competitorsFunctions both as best practises tool and acollaboration tool

Continuously updated with changing

environment and new technologicaldevelopments

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Another feather in the cap

1999: ProBench an information sharingproject was introduced to help Chryslerand Mercedes optimally utilise each

others manufacturing expertiseBenefits:

Mercedes gained Chryslers expertise inlaunching new vehicle models

Engineering strengths of Mercedes madeavailable to Chrysler - $600 million saved!!

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THANK YOU