In fewer than three years, nearly 2,500 new ideas have emerged from Ford's knowledge management program, some of them representing significant changes for the auto industry. For instance, there's the use of computerized prototypes, instead of physical models, for designing the dozens of engine wire harnesses required for each of the many different vehicles Ford makes. What now takes days would often get bogged down in weeks of endless design iterations. Then the finished car is sent to the dealer for pickup. That's where we believe knowledge turns into wisdom.
Automotive engineering is process oriented to start with.
Knowledge management at Ford streamlined this assembly plant Perhaps the most unusual aspect of the KM program at Ford is that it doesn't pay workers bonuses for either coming up with systems that are used elsewhere at the company or for implementing a certain number of new ideas. Ford has chosen to integrate its KM culture into existing compensation and performance programs immediately, and has done so successfully. This is the ideal approach for KM and virtually guarantees its long-term success. Such integration drives KM to become a part of the expected behavior and everyday work practices. Ford's management feels that bonuses for new ideas would be antithetical to the more altruistic and openly communicative corporate culture that the company is trying to foster.