Keystones for Business Improvement

1. Keystones for Business Improvement IRMAC Presentation October 17, 2001

2. Dofasco Inc. • Based in Hamilton since 1912 • Processed over 5 million tons of steel in 2000 with sales in excess of $3.2 billion (Can) • Roughly 7,500 employees • A North American leader in steel • Produces a full range of quality flat rolled steels and tube products for Automotive, Construction and Manufacturing, Consumer and Industrial Packaging, and Distribution and Tubular industries

3. Dofasco Inc. • Baycoat Limited • DNN Galvanizing Limited Partnership • DoSol Galva Limited Partnership • Gallatin Steel Company • Powerlasers Limited • Dofasco de Mexico • Quebec Cartier Mining Company • Sorevco and Company Limited • Wabush Mines

4. The Boundary Statements "The realization that there are incredible information sources at our disposal if we could just get at them... That realization really changed the role of content." —Teresa Whittle, IBM The means of production walks out of the building each day at 5pm – Peter Drucker An organizations ability to learn and translate that learning into action rapidly, is the ultimate competitive advantage – Jack Welch

5. Building Bridges Customers Your Business Suppliers Employees Colleagues

6. What Are The Bridges? • Portals • Knowledge Management • Enterprise Content Management

7. Portals One view of your business

8. Many Customers/Vendors Differing Requirements Why Should We Care? Infoglut Infofamine

9. What Portals Supply Connection: system-to-system, application-to-application integration that facilitates information access and transactions. Context: Situations or process in which information is used to accomplish specific tasks or address specific needs of the user(s) Content:Creation, maintenance and delivery of personalized information in a browser-based framework to support job activities and facilitate decisions

10. From Anywhere More Productive More Effective Better Decision Making Another Way of Putting It. Right Information Right People Right Time Right Format

11. Security/ Directory Metadata Dictionary Caching Application Integration Portal Suite Taxonomy Personalize Multi- Repository Support Search Courtesy of G. Phifer -Gartner Portal ComponentsFunctionality Required

12. Portal Business Drivers • Long development and training cycle times • Uninformed untimely decisions • Dissatisfied customers and suppliers • Frustrated employees and partners

13. Business Drivers – cont. • Repurpose information for multiple uses • Employee mobility • Job to job • Familiar desktop from anywhere • Enterprise communications • Collaboration • Personalization to meet Customer, Supplier and Employee needs

14. Information Access Unstructured Information Access Structured Lotus Notes Intraspect Open Text Verity Info Advantage Plumtree Microsoft AlphaServe Broadvision Viador Autonomy CoreChange Compressware Cognos Datachannel Enterprise Portal Brio PCDOCS/Fulcrum Netscape Various SFA/CRM Tibco Various ERP Conjoin Epicentric Backweb Vertical Functionality Portera Broadquest Enterprise Portal Services Glyphica The Marketplace

15. Marketplace • Integration • Procurement • Support • E-Market • Integration • Adv. Personal. • EDI, XML, etc • Real-time ATP • Contiguous • Networks • Cost: • $2M - $150M • Workplace • Integration • Customer • Support • Transactions • Collaboration • Role-based • workflow • App/data • Integration • Cost: • $1M - $3M • Content • Aggregation • Extensive Info • Adv Search • Personalization • Directories • Cost: • $200 - $800K • Entry features • Company Info • Misc Content • Search/links • Cost: • $30 - $500K Increasing Application Cost Portal Costs By Phase Increasing Business Value

16. Dofasco Pilot • Used Purchasing Department as pilot Business Unit • Created several roles based on the feedback to an employee survey • Had personnel from various areas of IT and the Business Unit employees involved

17. Dofasco Pilot Cont. Chose a framework product that tied into our existing essential back-end infrastructure i.e. Exchange/Outlook and Active Directories Pilot objectives were to: • Provide tools and information based on a job function • Test querying and indexing a large parts database (approximately 450,000 line items) • Ease of configuration and management of profiles • Repurposing of content

27. Results • Were able to demonstrate the ability of the portal to deliver the business requirements. • Intend to move to limited production in the new year

28. KnowledgeManagement The engine that transforms ideas into business value. It is a systematic process for creating, acquiring, synthesizing, sharing and using information, insights and experiences to achieve organizational goals.

30. What It’s All About • Knowing what you know • Knowing what you don’t know • The significance of the gap • Knowing who knows what • Culture • Sharing • Knowledge is power • Process • People

31. Knowledge Management Issues • You don’t know what you don’t know • Knowledge resources growing exponentially • Intellectual property becoming the new currency of business • Business operating at Web Speed • Workforce needs to be mobile & flexible • Aging workforce • Time to Talent for new employees

32. This is only part of a KM solution Less than 10% of your organizational “know how” exists in documents Issues cont. • Initial KM initiatives tend to focus on: • Capture • Content Searching • Document Management

33. KM Business Drivers • Need to “pass on” corporate memory • “Time to talent for employees” • Need to change culture • Drive efficiency up and costs down by repurposing knowledge • Need for more informed decision making • Lack of single place to search for people/expertise • Lack of single profile/de-centralized profiles • Lack of currency/difficult to update

34. Better Control • Leverage from a base of successful • Tools and Approaches • More Predictable Results Lower Risk • Less Dependent on single individuals • Ability to more easily achieve business • results Improved Profitability • Efficient Process design, delivery and • execution So What’s In It For Business? Knowledge for its own sake does not generate value...

35. SOP’S REPORTS SKILLS (KNOW-WHAT) SCIENTIFIC FORMULA EXPLICIT TACIT KNOW-HOW EXPERIENCE INSIGHT INTUITION RULES OF THUMB/ PATTERNS JUDGEMENT Knowledge Management80/20 Rule

36. Single Point of AccessAny Data, Anywhere Relational Databases Root Cause of Confusion Intranets / Internet/Extranets Office Documents Newsfeeds ScannedDocuments AudioSpeech GroupWare Applications Document Management Video Digital Images Experts

37. Knowledge Management States of Being Unaware or blissful ignorance Aware Experimentation Production Scaling Enterprise

38. People Processes Technology Knowledge Management Framework

39. Knowledge Management at Dofasco Technology Resource Development Initiative

40. SOP’s, Reports Competitive Intelligence Library Resource Centre Best-Practices Databases Knowledge Directories Creating Knowledge Repositories Define KM Processes Intranets Corporate KM Strategy or Vision Communities of Practice Learning Culture Improving Knowledge Access and Transfer Improving Knowledge Cultures and Environments Groupware Applications Rewards and Recognition Discussion Groups Communication General Objectives for KM Projects

41. Career Planning and Development Attraction/Retention of Top Talent Pool of capable leaders available/positioned Individual Development Planned approach for filling gaps Performance Management Reward and Recognition Discretionary effort maximized Collaborative Learning Environment Embodied Characteristics Accelerated and Enhanced Problem Solving Capabilities Meaning, Clarity of Purpose Dofasco Issues

42. DO NOW • Project Report Repositories/Work Process Design • Communities of Practice INTERMEDIATE • “Knowledge Network” Website • Core Knowledge Mapping • Knowledge Directory (“Yellow Pages”) • Internal Knowledge Capture Process Design • Systems to Sense, Capture and Leverage External Knowledge FAR TERM • Global Information Query Tool • GroupWare Assessment • Technical Writers/Knowledge Engineers MONITOR • Learning Resources Directory • Course Evaluation Database • Intranet-Based Training • Competitive Intelligence Knowledge Management At Dofasco

46. Community of Practice

47. Community of Practice

48. Content Management management, maintenance and control of enterprise content – not just documents

49. Content Management Usually the most difficult for management to grasp Still have a document centric mindset Content is the digital stuff we use everyday in our work lives to sell and service, help and maintain our customers, our partners and ourselves. Content is the evidence of what we do or have done (anonymous)

50. Enterprise Content Management - the process for integrating digitized data of multiple types, in multiple formats and from multiple sources, so that users can access a cohesive set of relevant information about a topic. This includes information internal to the business as well as information the business needs to drive external activities.