This case based research addresses knowledge transfer when employees change positions or roles during planned changes within manufacturing. The studies demonstrate that these changes are common. Knowledge needed to transfer includes technical, human and organizational issues. Furthermore, there is a need to transfer knowledge during formal changes of position as well as temporary changes of roles. Organizational structures for knowledge transfer must therefore be developed for transfer of explicit and implicit knowledge in formal and informal settings. This may be achieved through a combination of codified explicit knowledge, organized networks and by creating opportunities for learning from work in practice.