Maurer & Shne GmbH Steel, Engine und Plant Construction

Establishing an After-Sales Service

Ludwig-Maximilians-Universitt Mnchen

Who is Maurer & Shne GmbH ?

Maurer Shne GmbH & Co. KG, founded in 1876 in Munich, is a leading corporation involved in steel, engine and plant construction

500 Employees
Yearly Turnover of ca. 70 Million Euro

Bridge Equipment

Steel Construction

Amusement Rides

Ludwig-Maximilians-Universitt Mnchen

Knowledge Management Diagnosis at Maurer & Shne

Diagnostic Workshop: What knowledge determines our success? Knowledge about innovative technologies Knowledge about what customers need

The process for after-sales product support is deficient and results in customer dissatisfaction

Ludwig-Maximilians-Universitt Mnchen

Knowledge Management Diagnosis at Maurer & Shne Vision:

Optimizing the After-Sales Process

Diagnosis Knowledge representation Knowledge generation Knowledge utilization

Need

Knowledge communication

Objective
Ludwig-Maximilians-Universitt Mnchen

Knowledge Management Diagnosis at Maurer & Shne Diagnosis of the After-Sales Prozess
Knowledge Representation:
Knowledge about problems which occur after-sales is not documented in a structured manner

Knowledge Generation
There are significant knowledge gaps regarding the resolution of after-sales issues

Knowledge Communication
Knowledge about technical specifics, methods of resolving problems and maintenance aspects are not passed on

Knowledge Utilization
The resolution of after-sales issues is handled by 1-2 employees: Problem: vacation, illness

Need

Objective
Identification, documentation and transfer of knowledge during the after-sales process and establishment of a systematic after-sales service
Ludwig-Maximilians-Universitt Mnchen

Goal Formulation

Normative Goal:

Achieve market leadership by optimizing knowledge flows

Strategic Goal: Increase customer satisfaction after sales Operative Goal: Creating an effective after-sales service for the drop tower
Ludwig-Maximilians-Universitt Mnchen

Knowledge Management Measures at Maurer & Shne

Knowledge Communication: Knowledge Representation:
Identifying the knowledge required for after-sales service, Creating a knowledge database for the after-sales service Supporting the communication processes through space management

Knowledge Generation:
Qualification and coaching for the employees involved in after-sales service

Knowledge Utilization:
Establishing a systematic after-sales service for the drop tower

Ludwig-Maximilians-Universitt Mnchen

Knowledge Management Measures at Maurer & Shne Identifying Knowledge

Instruments: Surveys, observation forms Who was surveyed/observed? Affected employees What are we trying to discover? What do we know? Who knows what? Where and how can we acquire any knowledge we may lack? Where does the relevant knowledge belong? Devising a structure for the knowledge database Preparing and documenting information, e.g. Fault trees Deciding on a platform Inviting various consulting firms

Selecting a Database
Defining a criteria catalog

Ludwig-Maximilians-Universitt Mnchen

Gathering Experiential Knowledge in Fault Trees

Fault Source Fault Message
Always the same sensor Initiators Different sensors

Frequency of Fault
Unknown

Once

Sometimes

Often

Cause

Loose sensor

Measure
Test run

Defective Gap between sensor sensor & sensor plate too large Check sensors for the LED and the switch intervals yes defective no Change sensor Test run Adjust the sensor Test run

Gap between sensor plate and sensor

Adjust gondola
Monitor gaps, readjust, Test run
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Install the sensor Test run

Adjust the sensor Test run

Ludwig-Maximilians-Universitt Mnchen

Measures for Knowledge Communication

Analyzing Knowledge Communication through Knowledge Flow Cards
Knowledge Flow Card Current State (simplified excerpt)

Sales Manager
Helpdesk for Service Problems

Customer

Service Request

Technical Office Construction and Development

Performing the Service

Ludwig-Maximilians-Universitt Mnchen

Manufacturing (Foreman/Groups)

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Measures for Knowledge Communication

Analysis of Knowledge Communication through Knowledge Flow Cards
Knowledge Flow Card Desired State (simplified excerpt)

Sales Service manager Service Technician Customer

Technical Office Construction and Development Manufacturing (Foreman/Groups)

Ludwig-Maximilians-Universitt Mnchen

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Sales Management Meeting Room Intern Reception

Measures for Knowledge Communication

Storage
Stairs Elevator Rest rooms Spare Parts, Project Management X, Service Management Product Manager X Closet

Space Management

Product manager Construction Management Development Development/ Operations Control Engineering

Ludwig-Maximilians-Universitt Mnchen

Sales X

Sales Y

Accounts X

Construction Office

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Project Stumbling Blocks ...

Initial management buy-in must be obtained

Pressure to achieve successes quickly Many participants were not clear on the meaning of knowledge management in the context of the project

Ludwig-Maximilians-Universitt Mnchen

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Project Results

Great success with the after-sales service maintenance agreements! Core knowledge accessible through a database Management buy-in Easing the workload of the on-call technicians

Ludwig-Maximilians-Universitt Mnchen

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Lessons learned from the introduction of knowledge management in the VBM-project

Ludwig-Maximilians-Universitt Mnchen

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Lessons learned from the introduction of knowledge management in the VBM-project

1. Find the right starting point 2. Utilize existing problems in order to create pressure for change 3. Create powerful teams 4. Start small and show first results quickly 5. Create a basis with qualification measures
Ludwig-Maximilians-Universitt Mnchen

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Lessons learned from the introduction of knowledge management in the VBM-project

6. Communicate and convince 7. Clarify expections beforehand 8. Start with best practice and learn from experts 9. Foster effective exchange of experiences 10. Plan flexibility in the project conceptualization

Ludwig-Maximilians-Universitt Mnchen

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Critical success factors for knowledge management

Organizational culture Promoters of Motivation & power, content Qualification of and relations the employees Implementation of knowledge New management information Support by and management communication technologies Integration of knowledge processes into business processes
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