Empirical studies in three industrial companies have revealed that even companies with many years of experience in production transfer tend to focus attention on planning the physical transfer and on the explicit knowledge associated with normal production. They are uncertain about capturing, trans ferring and developing tacit knowledge. Supported by studies of the literature it is concluded that there is a need for a more systematic approach to knowledge transfer and development to provide an accelerated ramp-up after the physical transfer. A framework will be structured around a generic set of phases of the transfer process and a distinction between the sending and the receiving organi zational unit. A method for capturing the tacit knowledge embedded in a pro duction job has been developed and tested. The framework and the method will provide a basis for preparing a master plan for knowledge transfer and development.