This post is one in a series sharing the case study of the development of a Community of Practice for Maintenance and Engineering teams at Coca-Cola Amatil.
As discussed in the case study post on context, this initiative is expected to contribute to reducing equipment down-time and decreasing risk associated with concentration of deep process knowledge in a small number of long-tenured Engineers. A number of Key Performance Indicators (KPIs) were identified up-front to evaluate the value created by this community. This was informed in part by the conceptual framework of value creation from online interactions from Etienne Wenger, Beverly Traynor and Maarten De Laat. See Jane Bozarth’s article for an introduction to the value creation cycles in the framework.
KPIs and Measures
Measurement Points & Methods
Three main measurement points have been identified:
- Prior to community launch – to establish a baseline
- Immediately following the Work Connect & Learn program (guided social learning program to support the development of skills and behaviours to participate in the community)
- Six months after completion of the Work Connect & Learn (WCL) program
Monitoring of some of the measures will occur on a monthly basis during this six month period to help inform community management.
Data and feedback will be gathered using the following methods:
- Surveys of all maintenance and engineering team members at the three main measurement points
- Monitoring of activity on online community spaces in SharePoint
- Interviews / discussions with Maintenance & Engineering Managers and Capability Managers (who are providing on the ground supporting to community members to participate)
- Focus groups with community members immediately following and six months after the WCL program
- Capture of value creation stories on an ongoing basis in the six months after the WCL program
Additional Thoughts on Value Creation Cycles
The careful reader may have noticed that indicators of Reframing Value have not been explicitly included in the KPIs. While we have not explicitly set objectives for value at this level, it will be surprising if this does not follow success in the other value creation cycles. Reframing Value will be identified through value creation stories.
The value creation framework has recently been expanded to include strategic value and enabling value. We’ve not yet considered whether / how to include these in our evaluation strategy.