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WAVERIDERS ASSET AND KNOWLEDGE MANAGEMENT
MEETING THE EUROPEAN EXCELLENCE MODEL CRITERIA
Team B2: James, Lydia, Nadia, Nazish, Sabrina, Zain
Agenda
Introduction to Knowledge and Asset management.
Development of Knowledge management plan. EFQM Knowledge management
criteria. Implementation framework. Proposal plan for improvements.
Development of Asset management plan. EFQM Asset management criteria. Proposal plan for future
improvements.
Knowledge managementPractice of collecting, managing, sharing and updating the knowledge resources of an organization.
Types of Knowledge Explicit knowledge organizational memory Is available for employeesTacit Knowledge Is personal knowledge possessed
by an employee (Nonaka, 1989)
Source: IBM's T.J. Watson Research Center website
BENEFITS• Successful leaders• A common sense of purpose• Constant change• Engaged and motivated stakeholders• An upward flow of ideas• Efficient data use • Effective operation• Pride and the desire driving improvement• Minimal fire-fighting / recurring problems• Innovation• Excellent results, including good financial performance
Asset managementContents: Facilities, Health and Safety, Security, Environmental, Life-cycle management, Maintenance, Resource utilization
Operating a group of assets over the whole technical life-cycle guaranteeing a suitable return and ensuring defined service and security standards
(Schneider et al, 2006).
Benefits Focus on the triple
bottom line – Economic, Environmental & societal.
Advance of technology & design.
Growth in market share. Regulations and the law. To remain competitive. Higher customer
expectations
Knowledge in excellent organizations
A strategy for knowledge management which satisfies the overall strategy of the company.
Accurate & sufficient information for leaders for effective decision making.
Effective sharing of knowledge. People have access to information and
knowledge. Opportunities for innovation.
Reference: EFQM Excellence model 2010 (4e)
Implementation framework
Analyze the existing infrastructure
Audit existing knowledge assets and system
Design the knowledge management team
Create the knowledge management blueprint
Develop the knowledge management system
Deploy using the result driven incremental methodology
Evaluate performance and incrementally refine the KMS
Design knowledge management infrastructure
Align knowledge management and business strategy
Manage change and culture
Source: Tiwana, A. (2000).
Analysis of Waveriders existing KM infrastructure
People: o No knowledge cultureo Departmental barrierso No training program IT: o No knowledge repositoryo No intranet
Processes: o No documentation of the processes
External: o No customer feedback o Limited information about competitorso Lack of information about potential suppliers
Alignment of knowledge management with business strategy
Strategy of Waveriders: Increase market share in Europe
Effective management of information about the new market
Improvement in the knowledge culture
Training of new people
Improvements in IT
Cultural changes
Improvements in Waveriders knowledge management
People: Breaking down barriers through investing on people with effective learning system Involvement and commitment from top level managers Create knowledge culture through effective communication Improve the existing environment through employee feedback and lesson learned
IT: Intranet , forum for employees Website-newsletters, blogs for external users and customers Software updates, central system with data/information CRM system enter
External (companies, suppliers, customers): Further research for competitors Customer feedback Research for better suppliers
Processes: Working Manual SOP (standardization of operations)of processes.
Satisfaction of EFQM criteriaThe
ImprovementsEffective sharing
Information to Leaders
People’s access
Opportunities for Innovation
Invest on people - Potential trainers
√ √ √
Feedback(int./ext.
customers)
√ √ √ √
Documents - Process
standardization
√ √
Knowledge culture
√ √ √ √
Training (IT & process/operatio
n)
√ √ √ √
Communication & effective meetings
√ √ √ √
Top level – barriers are broken down
√ √ √ √
IT improvements √ √ √ √
More external info
√ √ √ √
Implementation framework
Analyze the existing infrastructure
Audit existing knowledge assets and system
Design the knowledge management team
Create the knowledge management blueprint
Develop the knowledge management system
Deploy using the result driven incremental methodology
Evaluate performance and incrementally refine the KMS
Design knowledge management infrastructure
Align knowledge management and business strategy
Manage change and culture
Next steps Source:
Tiwana, A. (2000).
AM Design Phase
STEP 1: Education
STEP 2: Assessment
STEP 3: Strategy Development
STEP 4: Design
Educate executives and employees on AM best practice concepts
Business case and Gap Analysis
Align vision and strategy to AM Programme or vice versa
Design the AM programme
Source: R. Lutchman (2006)
Assessment PhaseA facilitated exploration of the current state by recognising the present state of the business.
ASSETS
PEOPLE
PROCESSES
• Assets at WaveRiders?• Conditions of assets?• Return on net assets?• Technological assets?• Knowledge management
around assets?
• Organisational design?• Training programmes?• Skills, job roles, responsibilities
and descriptions?• Team work• Performance management• Continuous improvement• Work processes: Planning,
Design and Constructions; Financing, Materials management, operations management, maintenance.
• Customer service.• Service level agreements.
Assessment PhaseHere, the assumptions on the current state of WaveRiders are presented based on the three criteria for success.
ASSETS PEOPLE PROCESSESFACILITIES Obsolete assets
presentNo facilities manager No Facilities
Management process documentation.
SECURITY No ID/Pass cards issuedInternet security not robust enough.
Poor understanding of security requirements.Limited Security personnel
No security audits in place.
HEALTH & SAFETY Assets need H&S checks.Rusty tools
H&S training lacking- H&S ‘Six-Pack’Health problems due to air and noise pollution.
Outdated H&S programme.
ENVIRONMENT Tools and equipment cause inefficiency and waste.
Lack of training on need for recycling and waste reduction.
Air and Noise pollution caused by production methods.
LIFE CYCLE MGT. Functional requirements not fully defined – system definition/ Invaluable assets
Lack of involvement of all employees.No efforts for innovation.
No documented processes.Need to apply Reverse-Logistics at disposal.
MAINTENANCE Poorly maintained infrastructure
No maintenance culture
Reactive maintenance employed.
RESOURCE UTILISATION
High inventory Wasteful employment of raw materials
Demand Schedule outdated.
AM Strategy DevelopmentSeeks to build a guiding coalition, through alignment, development of a vision and mission for asset management and a mandate for change.
Strategy of Waveriders: Increase market share in Europe
Effective management of assets.
Reorganization of departments.
Investment in people
Technological improvements.
Cultural changes
AM Strategy DevelopmentSeeks to build a guiding coalition, through alignment, development of a vision and mission for asset management and a mandate for change.
CHANGE STRATEGIES
FACILITIES •Hire a Facilities Manager.
SECURITY •Install CCTV, Issue Pass/ID cards to all staff•Install security systems.
HEALTH & SAFETY •Development of the H&S Six pack programme at WaveRiders.•Recycle rusty tools and purchase new tools.
ENVIRONMENT •Provide employees with correct safety equipment.•Install recycling bins at all levels of organisation.•Use environmentally friendly equipment.
LIFE CYCLE MGT. •Instil a ‘whole-life’ culture in the approach to assets through involvement of employees at all levels.•Development and review of life cycle documentation and reverse logistics process.
MAINTENANCE •Proactive maintenance plan required.
RESOURCE UTILISATION
•Revise schedules.•Improve marketing of goods to customers.
Training programmes for all staff will be implemented for each asset category.All these change strategies are aligned to the WaveRiders strategic
objectives:•Expansion in Europe, Technological Investments, Organisational restructure and Cultural change
Designing the AM Programme Workshops required to develop:
Current process documentation
Desired business processes
Design solutions & recommendations
Communication plan
Implementation Plan
References: R. Lutchman 2006
Assets in excellent organizations
Develop & implement a strategy supports management of assets (buildings, equipment and materials to be managed) & organization’s overall strategy.
Tangible assets (including buildings, equipment and materials) and their lifecycle & security management to be optimized & lifecycle and security to be managed effectively.
Organization’s impact on public health, safety and the environment to be managed actively.
Organization’s effects on the community and employees to be measured and managed efficiently.
Adopt and implement appropriate policies (meeting & exceeding legal standards) environmental impact (local and global) of products, production, processes and services to be minimized . EFQM Excellence model 2010
Satisfaction of EFQM criteria
EFQM criteria: PARTNERSHIPS AND RESOURCES (4c)
FACILITIES
SECURITY
HEALTH &
SAFETY
ENVIRONMENT
LIFE CYCLE MGT.
MAINTENAN
CE
RESOURCE UTILISATION
The asset management strategy supports the overall strategy.
The use of tangible assets to be optimised & their lifecycle to be managed.
Impact on public health, safety & environment & effects on the community and employees to be managed.
Environmental impact to be minimized, adopting appropriate policies.
AM Implementation Phase
STEP 5: Implement the Programme
STEP 6: Sustainability
Continuous Improvement
Implementation, support and benefits tracking
Assets
PeopleProcesses
STRATEGY
Source: R. Lutchman (2006)
Conclusion
Assets and Knowledge are important elements within EFQM Excellence model.
Assets and Knowledge contribute to the execution of Waveriders overall strategy.
The solutions that proposed would lead to Sustainable developments in Waveriders.
Waveriders have a lot of opportunities for further improvements which would
create a strong and dynamic organisation.
References (1/2)
EFQM (2010) “EFQM Excellence model” Brussels: EFQM. IBM's T.J. Watson Research Center website. Executive Summary
Knowledge Socialization. Retrieved April 6, 2011 from the web site: http://www.research.ibm.com/knowsoc/project_summary.html
KBAM (2011) Knowledge Based Asset Management Notes UK: WMG. Source: http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/kbam/ Last Accessed: 06/04/2011, Last Updated: 07/02/2011.
LE (2011) Leadership and Excellence Notes. UK: WMG Source: http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/le/ Last Accessed: 06/04/2011, Last Updated: 07/02/2011.
Lutchman, R., (2006) “Sustainable asset management: Linking assets, people and processes fro results” USA: DEStech Publications.
Muniz, J., Dias, E. D., & Loureiro, G. (2010). Knowledge-based integrated production management model [Electronic version]. Journal of knowledge management, 14(6), p. 868-871.
References (2/2)
Ray, L. (2008). Requirement for knowledge management: business drivng information technology [Electronic version]. Journal of knowledge management, 12(3), p. 156-168.
Saint-Germain R., (2005). Information Security Management Best Practice Based on ISO/IEC 17799. Information Management Journal, 39(4), 60-62,64-66.
Schneider , J., Gaul, A., Neumann, C., Hografer , J., Wellßow , W., Schwan, M.,Schnettler, A. (2006). Asset Management Techniques. ScienceDirect, 643-654.
Tiwana, A. (2000). The knowledge management toolkit:practical techniques for building a knowledge management system. Prentice Hall: USA.
Xu, J., Houssin, R., Caillaud, E. & Gardoni, M. (2010). Macro process of knowledge management for continuous innovation [Electronic version]. Journal of knowledge management, 14(4), p. 573-591.
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