Kawasaki's collaboration journey at motorspeed - Engage 2017

Kawasaki's collaboration journey at motor speed
Tuesday, May 9 | 14:45 - 15:05 | B. Okapi 2
© Copyright & proprietary Silverside B.V.
1

Sasja Beerendonk
2
s.beerendonk@silverside.com

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 offices
Private
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
11

12
12
12
12
12
Once upon a time…

Community of
Interest
Team
Community
Project
Community
Community of
Practice
Company
Employees
Long term Short term
Plan

Target audience:
Cognos developers
Cognos key users
All 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 finding
information, provide feedback / input to the developers.
End-users:
Stronger relationship between KU and EU. Faster answers. Better
support.
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 an
expectation of when an answer will be found.
‘ Stop with / Start doing’ patterns
Stop using e-mail / be pro-active and self supporting.
Description:
Share knowledge amongst developers, key-users and
end-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-problems
Forum  Ask / answer questions and issues
Activities  Development, planning and testing
Bookmarks  More info on external help sites
Main Community: Open for all
Sub-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, detailed
market data.
Need to change (what problem will it solve):
Reduce duplicate work
Maximise the strength of the KME network
Increase market knowledge
WIIFM:
More information by combining knowledge.
Awareness of available knowledge
Less 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’ patterns
Stop 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 for
employees to share new information and find available
information. 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 comparable
format (members can read only).
Bookmarks  Direct links to external competitor sites, corporate
pages
Main 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 it
about 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.

19
Acquire
Making it
concrete for
Kawasaki Connect
“Bringing people together for maximum efficiency to deliver the
right actions in a timely manner for a happy customer.”

20
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 the
organisation?
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?
Outlineyourscenario
The way we work
new
The way we work
now

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 staff
Branch 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

24
Acquire
Announcing it
and deliver
the new intranet

Change Change
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
Custome
r Project
Custome
r
Project
Year
Document
‘CF020416.docx’
X
X
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
Interest
Team
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 whitepaper
https://www.silverside.com/download/pace-whitepaper/
⌾ Take the Collaborative Culture Assessment at our booth
https://www.silverside.com/cca/
Sasja Beerendonk
Business Consultant and Learning & Development
s.beerendonk@silverside.com
https://nl.linkedin.com/in/sbeerendonk

Kawasaki's collaboration journey at motorspeed - Engage 2017

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Kawasaki's collaboration journey at motorspeed - Engage 2017