You are hereEric N. Freeman, PE
Eric N. Freeman, PE
Freeman’s career spans thirty years and includes 10 years in the areas of Stress Analysis and Mechanical Design in the mining industry, and 21 years in Project Management and Engineering Management in New Product Development and Sustaining Engineering for the pipeline industry at T.D. Williamson, Inc.
Originally hired in 1990 as a Senior Engineer to manage a project to develop a major new product line, Freeman has held several positions over the past nineteen years. He was promoted in 1995 to Engineering Manager where he was instrumental in overseeing the engineering function and a staff of engineering professionals. In 1999 he assumed the role of New Product Development Manager where he continued to lead the achievement of technical excellence in the engineering function throughout the organization. In his subsequent role as Manager, Customer Driven Innovation, Freeman was responsible for the development, continuous improvement, and effective implementation of processes used to identify and manage customer driven new product and service development opportunities and assisted in the commercialization of several new product / service solutions. In his current role as Manager, Engineering & Technology Development, TDW Pigging Products/Services Division, he is responsible for development of new products and services technologies.
Freeman is actively involved in process improvement for TDW. He is the co-inventor on nearly a dozen patents or pending patents. He is a strong advocate for knowledge management activities within TDW.
This is a Case Study in the first steps of a Knowledge Management Initiative at a growing pipeline products and services company. In order to sustain our growth objectives, we realize that there is business-critical knowledge that we need to get to the right people at the right time to provide effective solutions to our customers. Much of this knowledge is scattered about in the various repositories maintained by Subject Matter Experts, some of which are not available to other employees. Still other knowledge has not been well documented. A key business initiative required that critical knowledge be made available to the broader organization to ensure rapid, consistent solutions development. This became the springboard for our first formal Knowledge Management initiative, which is still underway. This presentation will cover some key initial steps to an Intelligent approach to identifying and organizing business-critical knowledge and hopefully generate some dialogue with others interested in developing best practices for KM initiatives.
| Attachment | Size |
|---|---|
| Freeman_-_KPM_2011_TDW.pdf | 8.48 MB |
