Core Plant knowledge management and transfer

Sammanfattning: Production sites in international manufacturing networks tend to have different responsibilities and roles in the network. One common classification of plants is to divide the sites into one core plant and several other production units or subsidiaries, where the core plant has an active role in the creation and transfer of knowledge, innovation and know-how, concerning products and processes. Efficient knowledge management within the manufacturing network is seen as a key success factor for companies and consequently an issue of high strategic priority for firms. In a time where the firm's competitive advantage lies in the ability to efficiently transfer knowledge among the plants in the network, it becomes increasingly important for the core plant and its subsidiaries to possess the required capabilities to be able to address the complexity of knowledge management and successfully manage, transfer, receive and apply the knowledge. The aim of the study is therefore to explore how knowledge can be transferred from the core plant to its subsidiaries and which capabilities and prerequisites that are required by both the core plant and the subsidiaries to achieve an efficient knowledge transfer. To achieve the aim of the study, a literature review and a case study at GKN Aerospace has been performed, which included semi- structured interviews, observation and document studies. The case study explores knowledge management and knowledge transfers both from a general network perspective and through three applied knowledge transfers projects that have been performed at the case company. The studied projects are knowledge transfers and collaborations between the site in Trollhättan, which has a natural but informal role of supporting other sites in the network, and three different sites in the United states; El Cajon, Newington and Cincinnati. The empirical findings were categorized into two main parts; general knowledge transfers in the network and the specific projects. These findings were then compared to the theoretical framework in the analysis to provide a discussion around each research question. The analysis constitutes the foundation for the conclusions, discussion and recommendations. In the conclusion of this study the importance of formalizing the responsibilities and roles of the sites in a manufacturing network is highlighted. It is also crucial to assign a team of supporting experts, with the responsibility of performing and improving the knowledge sharing and transfer activities performed in the organization. To achieve a successful knowledge transfer between sites it is, further, essential to establish a clear and straightforward strategy in terms of knowledge management to facilitate the transfer and sharing in the network and reduce the complexity. Guidelines identified in this study, for working with knowledge transfers, are to use a structured process, a solid planning, assure the involvement of all parties and perform face- to- face meetings at the receiving site.