This paper aims to investigate the knowledge generated during the later phases of the life cycle of a complex customised product and understand how this knowledge is transferred between projects and between different user groups. A series of four identical rigs for offshore drilling was selected as a case study, and the transfer of knowledge between the first two rigs was explored through two sets of interviews with the rig operators and the project management team. The expected knowledge transfer strategies that emerged from the first set of interviews were analysed and compared with the actual transfer mechanisms identified in the second set of interviews, and similarities and differences were investigated. It was found that the transfer of knowledge primarily occurred within the individual phases of the product's life cycle, and there was poor transfer across the different phases.

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The reuse of knowledge and information arising from the different phases of a product's lifecycle is crucial for a company in order to achieve competitive advantage. This paper describes a case study from the oil industry investigating the transfer of knowledge within the service phase and also between the service and design phases. Interviews with engineering designers and service engineers were conducted. Knowledge arising from servicing the drilling equipment that was identified as relevant for service engineers was compared to that relevant for engineering designers. Furthermore, the mechanisms involved in the transfer of knowledge between service and design were investigated. Knowledge about changes, issues and improvements generated during service was found to be relevant to both groups; however, engineering designers were interested in knowledge of equipment at a component level whilst service engineers were more interested in obtaining an overview of the systems. The study showed that communication between the departments consisted prevalently of the service engineers pushing knowledge and information to the engineering designers. The reusing service knowledge (RSK) model is proposed based upon the findings and the understanding from a general framework for developing a knowledge management strategy. Additionally, the initial model was revised to explicitly address the factors that emerged from the case study. The RSK model was developed based on a case study from a customised industry; however, previous studies indicated that similar issues are also of relevance to a variant design industry.

This paper focuses upon understanding the characteristics of engineering changes, in particular changes that emerge during the service phase of complex products, and on how these changes can be related to the product development process. For this purpose, a set of engineering change reports from an aerospace engine has been analyzed and the findings have been compared with change documentation from drilling machinery for the oil industry. These findings give insights into which phases of the design process should be modified in order to reduce the number of change requests from the service phase and to enable designers to efficiently answer the unavoidable change requests. This can be used to improve the product development process in order to take into account the factors leading to changes.

It is widely recognized, both in industry and academia, that clear strategies in knowledge transfer positively influence the success of a firm. A firm should support the transfer of knowledge by standardizing communication channels within and across departments, based upon personalization, codification or a combination of these two strategies. The characteristics of the business influence the choice of communication channels used for knowledge transfer. This paper presents a case study exploring the transfer of knowledge within and across projects, specifically the transfer of service knowledge in the case of complex machinery. The strategies used for knowledge transfer were analysed and compared with the expected transfer mechanisms, similarities and differences were investigated and are described. A family of four identical rigs for offshore drilling was the selected case. The transfer of experience across the rigs during the commissioning phase of the first and the second rigs of the series was explored through interviews with the operators and the project management team. Differences between the expected knowledge transfer strategy, focused upon the moving of rig personnel and reusing of lessons learnt from one rig to the next, and the actual situation emerged. Various approaches for transferring knowledge were elicited and analysed with regard to the types of knowledge that were transferred and the context in which they were used. This study indicates factors that should be considered whilst designing a knowledge management system to support the systematic reuse of service knowledge.