Applied Materials Taiwan Knowledge Management Journey 周漢章台灣應用材料知識工程與應用資深經理 Nov. 15 th , 2002

Applied Materials Taiwan Knowledge Management Journey 周漢章台灣應用材料知識工程與應用資深經理 Nov. 15th, 2002

Knowledge Skills Value Added Experience Competency Understanding Interpretation I I I I I I I 何謂知識？ Knowledge - Information that has value Knowledge = People + Relevant Information Source: Arthur Andersen

知識管理的目標 • 建立知識管理機制，培養學習型組織及分享的企業文化，為企業累積知識、培育人才和留住人才。 • 經由知識管理系統，將企業最佳典範予以不斷的傳播、複製後，迅速擴散為組織知識。 • 推行知識管理整合企業流程，以提高流程效率及解決問題的能力，這包括了成本降低、生產力提昇、產品開發時程縮短、以及決策品質改善。 • 確立以「知識管理為中心」，以「價值創新為利基」的競爭策略，以知識創新形成市場「差異」，為客戶創造價值，為企業賺取最大利潤。

從個人知識….……到組織知識 Total knowledge that any one individual can use to build customer value Organizational Knowledge Personal Knowledge Recent Past NearFuture Source: Arthur Andersen

Why Sharing?From Game Theory, 賽棋理論 囚犯困境 • 其中數字代表犯人甲, 乙被囚禁的時間 • 其中數字代表工程師甲, 乙的絕對競爭力指數 Ref. Source: 陳永隆 Source: 賽棋高手--時報出版

知識管理的目的 • Create New Business Model • Acquire “Healthier” Working Attitude • Build New Leadership Capability • Achieve Professional Actualization Information Technology and e-business Competitive Advantage Knowledge Management

團隊專案發展計劃內容知識策略工具方法過程執行結構策略架構流程資訊技術人與變革知識管理執行方法組織的方向性營運目標學習社群 1 運用分享社群 3 社群 2 社群社群 4 創造

策略向度 系統化社會化市場化真實虛擬時間向度空間向度未來現在過去知識管理的向度 - What’s your focus?

知識管理策略的三大模式 • 系統化策略 • 成本導向 • 要求員工將過去經驗文件化、儲存起來。 • 強調把知識放入系統，把經驗標準化。 • 社會化策略 • 創新導向 • 以社群方式，跨領域整合，讓不同的想法彼此交流、激盪。 • 強調「社群」概念，重視人與人之間的溝通。 • 市場化策略 • 專家導向 • 針對各領域培養專家顧問，追求專業與差異化基礎。 • 強調運用專家做顧問。 Source: 元智大學尤克強教授

知識管理時間向度的重點工作 • “過去的” 知識管理 • Contribute • Capture & Organize • Access • “現在的” 知識管理 • Communicate • Collaborate • Use & Filter • “未來的” 知識管理 • Assess • Build & Sustain • Divest

知識管理的空間向度 Source: From Know-How to Knowledge by Bryan Gladstone, CPC • 真實工作場所 (Real Shop Floor) • 組織成員所做的任何事情，只要肉眼看得到的都算在內。 • 範疇內的事物都是明確且可以計量的。 • 組織必須在真實工作場所中力求表現，以確保利潤的來源。 • 虛擬工作場所 (Virtual Place) • 在可測量的真實工作場所背後，隱藏著的處所。 • 無法用肉眼判斷。 • 知識在其中被創造、分享及運用。

Value to Customer Service Quality Partnership Corporate Image AMT知識管理年度計畫(2001年) Internal Environment External Environment Strategy (New Business Model & Partnership) Target Group KM Initiatives V. C. E. I Engineers Engineers V. C. E. II Marketing & Sales Smart Integrated Marketing All Employees Knowledge Communities Methodology Awareness Planning & Designing Development Implementation Evaluation Project Management Change Management Technology • Speed • Relevant Information Process • Quality • Efficiency People • Creativity • Satisfaction

Sharing & SynergyCodified BKM + Live BKM BKM Data Bank Training Materials Information 學習分享運用、創新 Core Competency Development I&W, CIP, JDP Activities Knowledge / Skill Transfer Product Community Expert Trainer / Mentor

Community & Sharing Portal & Integration Organization Community KM Portal Back end DBs KM Operation Process iMarketing Product & Tech. KM Platform Account News & Activity Marketing AMT MRDAS Market Research RPM Competitive AMT PR DB Development CPS Customer Info AMT Biz DB Interaction Storage & Organization Research Interpret Implement Others Learning & Development 知識管理系統功能 Create Update Capture Use Q.A. Access Distribute Protect

維持內容品質與相關性 組織標準化知識分類架構命名知識尋找者清楚社群網頁管理功能知識分享與績效考核結合之功能設計 ETCH CMP MDP ... 知識提供者便利的文件載入審核機制強化之索引及搜尋功能貢獻文件統計與評分功能企業知識庫 I II III 1 2 3 A B C 文件更新功能個人化網頁設定資料通知與協尋功能 Seeking Authoring 知識管理系統應具備之功能協助知識與資訊之取得提供知識分享之動機 Source: After Corporate Executive Board

知識管理專案發展 準備規劃與設計發展執行評估專案管理變革促動設計細部系統功能建立專案團隊建立社群基礎及人際關係網絡評估系統使用狀況及社群運作機制系統 / 流程教育訓練及啟用發展系統原型決定專案關鍵因素發展社群知識架構及管理流程舉辦系統測試持續改善知識管理運作強化社群運作機制溝通專案管理議題定義知識管理系統功能需求發展知識移入計劃 1 週 8 週 6 週 3 週 3 週 9/18 9/25 1/24/2001 2/16/2001 11/20 1/3/2001

What Are Taxonomies? • Taxonomy: a classification of elements within a domain • Domain: a sphere of knowledge, influence, or activity • Classification: the operation of grouping elements and establishing relationships between them (or the product of that operation) • Relationships: a defined linkage between two elements • Element: as object or concept Mike Crandall - Microsoft Information Service

How do You Use Taxonomies? • Content creation - tagging • Site navigation - categories • Information retrieval - search • Personalization - delivery Mike Crandall - Microsoft Information Service

AMT VCE Process TKS to send out review reminder Author to review the doc. and decide: - No change - Update the contents & re-submit - Obsolete - Multi-access entries: ePaper, Query, Advanced Search, Smart content, TKM Db. etc. - Reader’s Rating & Helpful areas Populate all mandatory fields Periodical Review & Update Reader Access & Rating HR to release incentive based on TKS’s notice for Finance to payout (Per Regions’ policy) Contribution Any safety concern? Safety Review Incentive Useful, Sufficient, Cohesive, Proofread, Security KCpmn Review Post on TKS & Inform PLeader - Usefulness & importance - Sufficiency & completeness - Readable KA/Product leader to Forward the new TKM to Related persons for sharing Quality Rating by KCmpn

知識管理專案團隊 Executive Committee (...) Strategy Steering Committee (...) Change Program Business Owner (...) IT Process Program Development Owner (...) Consultant (...) Information Technology (...) Change Management (...) Process & Contents (...) Promotion & Communication Roles & Responsibility Integration & Coordination Development Structure Process Performance Measurement Training & Development Infrastructure Training & Support Functions Contents Security & QA

Roles of VCE Community Steering Committee 社群指導委員會 Knowledge Coordinator 知識專員 Knowledge Champion 各領域專家 Engineers 工程師

知識管理價值 領導與策略 • ISO-9000/ 14000/ 18000 流程及作業規範標竿學習線上學習工作輪調員工提案制度活動報告及專案工作手冊專利/論文知識管理 • 技術創新論壇 • 共同研發專案 (JDP) • 開發持續改善專案(CIP) • 開發最佳解決方案(BKM) 企業文化評量指標台灣應用材料知識管理蒐集分類入口網站 (VCE, SIM) 知識社群創造擴散內部講師企業導師學長制度 • 創新研討會 • 產品技術交流會科技

客戶價值 員工價值改善生產力共享資源技術創新論壇員工提案制度提升良率交流知識技術文件資料庫知識管理及擴散 TSMC Fab 4 創新 AMT Account I 提昇技能最佳解決方案共同研發專案增進可靠度縮短製程研發問題解決之時程增進效率價值創新

Mission statementAMT VCE 2002 Develop organization core engineering strength and leverage Intellectual Capital, thereby increasing product competitiveness and professional actualization 深化核心職能，協力蓄積智慧資本，以提昇產品競爭力，並增進專業自我實現。 Strengthen core competence to achieve product competitiveness!

AMT KM&CE • Core Competency • Intellectual Capital • Product Competitiveness • Professional Actualization The Spirit of Sharing & Synergy !

C.I.P. Common Engineering • Improve CIP deliverable • Provide key support • Cultivate innovation atmosphere • Common technical & events support • Engineering system alignment Knowledge Process Patent Management • Enrich intellectual capital depository • Foster Information & Knowledge flow • Patent awareness • IP capability • Process efficiency AMT KM& CEFY02 Functions & Objectives Core Competence Intellectual Capital Product Competitiveness Professional Actualization

Innovation Virtual Team Innovation idea F to F Innovation Platform Innovation Board Product Enhancement Standards CIP DB CIP Product Specification Design Concept CIP List (Product G.) Innovation / CIP List Lessons Learned CIP DB Best Practice VCE CIP DB Regional CIP Development Flow Community Engineer KM & CE Detail Design (to CPS) “Design-to” Specification “Built-to” Specification Data Base

Knowledge Process ManagementFrom Know-What, How to Know-Why, Who Information Management Knowledge Community Knowledge Map VCE / TKS Platform Product Community Knowledge Sharing (TKS / C3) Sharing Acquisition Transfer Innovation Innovation Management Teaching Organization Patent Training Innovation Program Engineering Instructor Instructor Talent Pool

The Spirit of Sharing & Synergy ! Together We Make The Difference !

Why Emphasize on Patent ? • 智慧資產 • 攻防武器 • 研發規劃 • 專業成就

File Invention Alert Initial Patent Search Internal Review Compose & Filing Grant & Publish Patent 1.2.3. TIPO/UIPO Patent Firm Inventor KM&CE Committee

, 不是萬能 , 沒有 , 萬萬不能 .

Web Front-ends Knowledge Portal Framework Web Browser Presentation Tier Web Server Portal Server Single Sign-on Personalization Portal Layout Portal Objects Content Management Enterprise Application Integration Business Logic Tier Enterprise Applications Analysis Search Server E-Mail Reporting Notes DBs Data Tier Portal MetaData Repository Data Warehouse & Data Marts File System & Content Repositories Relational Databases Directory LDAP Document Repository To be implemented

人們不會因為被告知 (Informed)某件事而知道(Know) 它。當某件事豐富我們的生命時，我們才真正知道 (Know)某件事。 From Know-how to Knowledge - Bryan Gladstone

Change Management Is … Using People-Oriented Strategies, Tools, and Techniques Leadership Education/Training Communication Reward & Incentive Executed at the Individual, Group, & Organization Levels in a Coordinated and Integrated Way Consistent Message

Predictable Emotional Responses to Change Anger (energy expended to regain control or discharge emotions) Acceptance (responds to change realistically) Bargaining (trying to minimize impact) Stability (major change announced or diagnosed as necessary) Emotional Response Testing (beginning to try new alternatives) Denial (defending against unacceptable reality) Depression (沮喪) (frustration, sense of loss, low coping) Immobilization (fear, confusion, overwhelmed, cognitive dissonance) Time Passive Source: Managing at the Speed of Change by Daryl R. Connor CHANGE1.PRE

Early and Effective Management of Change Is Critical to a Successful Transition Change Introduction Managed Change Productivity/Morale/Commitment Unmanaged Change Time Source: DBM, Inc.

Why resistance to change? Lack of understanding about what people wants Lack of understanding why and how to change Don’t find the benefits after change Concern about time and efforts to do Don’t want to learn Don’t want to lose power The more resistance you have, The more energy you lose.

Not Willing Not Able Not Knowing Dealing with “resistance” We change behavior only if we have the will and the skill to do so. - Douglas Smith Change Enablement Strategies Performance measurement Cultural Alignment Leadership Support and Commitment Individual & Team Capacity Communication Change Architecture - Employee Involvement

Will They Share?From Game Theory, 賽棋理論 工程師程度相當 • 其中數字代表工程師甲, 乙的絕對競爭力指數 • 其中數字代表工程師甲, 乙的組織內相對競爭力差距

Will They Share?From Game Theory, 賽棋理論 工程師程能力有差距 • 其中數字代表工程師甲, 乙的絕對競爭力指數 • 其中數字代表工程師甲, 乙的組織內相對競爭力差距

Why Don’t People Share? • It’s not convenient • They don’t know what they know • They don’t know the value of what they know • The believe knowledge hoarding is job security • They don’t get credit for it • They don’t have the time Source: Knowledge Management Magazine January 2000

Why Do People Share? • They take pride in their expertise • They enjoy interacting with peers • They wish to learn • They expect others to reciprocate • They want to contribute to the common good • Their culture encourage sharing • They are loyal to the organization Source: Program Management 2000: Knowledge the Way

Knowledge Sharing Approaches • Learning • Lessons learned • Portals • Storytelling • Social capital networking • Taxonomy • Collaboration • Community of practices • Content management • Decision support • Expertise locator • Good practice • Knowledge mapping

組織內知識分享的障礙Barriers to Knowledge Sharing • Knowledge is power 知識成為組織內權力來源，導致擁有者該知識者不願與他人分享 • Knowledge is mobile 知識隨著人員異動而消失 • Knowledge is stagnant 知識僅滯留在某人或某部門之內，組織其他成員並不知道有該種知識存在而未能將以應用 • Knowledge is scattered 知識散落各處未經整理 • Knowledge evaporates 員工的知識並未有一良好的制度將之適切保存，故極容易消逝

Uncertainty Commitment (Exploring) (Ending) (Beginning) Skepticism Personal Transition in VCE Project Project Management Awareness & Strategy Development Implement Evaluation Planning & Designing Change Enablement Degree of adaptation Time

Change Management Activities人員促動及變革管理活動彙總 • 準備階段 • KM Awareness Speech Series • Book Review Competition--“Who Moved My Cheese?” • 規劃與設計階段 • Change agent meeting • Bi-weekly meeting • 發展階段 • UAT • Train-the-trainers workshop • System soft launch workshop • 執行階段 • End user training (functional /dept. training) • Content filtering • System usage contest • 評估階段 • User’s satisfaction survey • Rollout success party

Change EnablementAwareness Promotion

Applied Materials Taiwan Knowledge Management Journey 周漢章台灣應用材料知識工程與應用資深經理 Nov. 15 th , 2002