Tweeting your way to closing the skills gap on your plant floor
An aging domestic workforce creates a knowledge deficit, as does the fact that - even though emerging markets are graduating people in science and engineering and related disciplines - these people often lack practical experience.
Social networking sites like Facebook and Twitter may be useful for more than just telling the world what's on your iPod. Benjamin Friedman, a research manager for product life-cycle strategies with Framingham, MA-based IDC Manufacturing Insights, thinks manufacturers can use social networking and other Web 2.0 technologies to close the knowledge gap that already is forming as workers in the Baby-Boom generation begin retiring.
"The knowledge deficit as a result of workforce attrition is consistent across manufacturing sectors such as aerospace, defense, automotive, high-tech and energy/utilities sectors," said Friedman, author of the report, "Web 2.0: The Inflection Point for Knowledge Management."
In that report, Friedman argues that Web 2.0 technologies in some ways will prove superior to earlier knowledge management applications developed by traditional business software vendors.
For example, he said, while traditional knowledge management solutions attempted to capture knowledge by corporate edict and with rigid tools, Web 2.0 technologies foster "organic" knowledge management by giving workers the means to locate, organize and syndicate knowledge themselves.
According to Friedman, a confluence of factors is creating an environment in which manufacturers must consider investing in new methods of capturing and sharing knowledge. For example:
- An aging domestic workforce creates a knowledge deficit, as does the fact that - even though emerging markets are graduating people in science and engineering and related disciplines - these people often lack practical experience
- Traditional knowledge management efforts have been largely unsuccessful. The investments that took place in the 1980s did not deliver the desired results and ended up costing more than anticipated. The reasons? "Intentions were good, but the approaches didn't work very well," Friedman said. "For one, the applications were rigid in nature. For another, companies tended to approach them as corporate Fiats (‘You have to contribute, or else!') and they were often viewed as patronizing."
- Third, as previously mentioned, Web 2.0 technologies, which were once solutions in search of a problem, are proving to be practical alternatives for this job.
But Friedman is quick to point out that Web 2.0 technologies will not completely eclipse previous approaches to knowledge management. "Certainly, there are some traditional tools that need to remain, and Web 2.0 is not designed to replace them," he said, adding that the ones that should remain are those that involve very prescribed processes that do not offer opportunities for deviation. "These are processes that need to be documented, and there should be no level of editorial commentary allowed," he said.
The use of Web 2.0 technologies may be particularly relevant and useful in today's economic climate, where every penny counts. "It can be a way to save money," said Friedman. "For example, if a field technician needs to repair a piece of equipment in the field, in the traditional model, he will drive his truck to the worksite filled with various parts he has pulled from inventory that may or may not be necessary for the repair. He may even need to return to retrieve another part once he realizes that his on-hand inventory from the truck is insufficient."
However, if the problem is entered in a Web 2.0 environment, another field technician may have logged his experiences with a similar problem. "As a result, the first technician will know specifically what he needs," said Friedman. In some cases, he adds, it may even be possible to solve the problem remotely, not even requiring the technician to go into the field.
According to Friedman's report, organizations should focus on knowledge management initiatives, including Web 2.0, that offer a mix of structure and prescriptive elements combined with informal solutions that offer information flow at the speed of thought interactively, such as instant messaging. This approach to knowledge management delivers agility in decision-making, as well opportunities for reusing knowledge over the long term.
The challenge remains in creating a governance model that achieves two things. "On the one hand, it should not fall into a pattern of corporate mandate," he said. "On the other hand, it still needs to provide some level of structure that discourages nefarious intent, and also creates rules on how these systems are to be used."
Once the balance has been achieved, actual rollout to the workforce should be easier than with traditional knowledge management solutions. "People weren't very familiar with traditional interfaces," said Friedman. "However, people today are very familiar with typical Web applications, so there should be a need for only limited training."
For guidance, Friedman recommends researching what the U.S. Dept. of Defense is doing in this area. "They are working on this challenge of balance," he said. "They are also putting rules into place that may be able to be used in the workspace."
Case Study Database
Get more exposure for your case study by uploading it to the Plant Engineering case study database, where end-users can identify relevant solutions and explore what the experts are doing to effectively implement a variety of technology and productivity related projects.
These case studies provide examples of how knowledgeable solution providers have used technology, processes and people to create effective and successful implementations in real-world situations. Case studies can be completed by filling out a simple online form where you can outline the project title, abstract, and full story in 1500 words or less; upload photos, videos and a logo.
Click here to visit the Case Study Database and upload your case study.
Annual Salary Survey
In a year when manufacturing continued to lead the economic rebound, it makes sense that plant manager bonuses rebounded. Plant Engineering’s annual Salary Survey shows both wages and bonuses rose in 2012 after a retreat the year before.
Average salary across all job titles for plant floor management rose 3.5% to $95,446, and bonus compensation jumped to $15,162, a 4.2% increase from the 2010 level and double the 2011 total, which showed a sharp drop in bonus.