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by Major Practical Solutions To Implement Excellence (B4)
Knowledge Management and Asset Management
WaveRiders
Contents EFQM, Knowledge and Asset Management
WAVERIDERS general current situation
KNOWLEDGE MANAGEMENT
ASSET MANAGEMENT
• Facilities Management
• Security
• Health & Safety
• Environmental management
• Life cycle management
• Maintenance
• Resource utilization
CONCLUSION
REFERENCES
Criterion 4: Partnerships & Resources
4c Buildings, equipment, materials and natural resources are managed in a sustainable way
4e Information and knowledge are managed to support effective decision making and to build the organisation’s capability
(EFQM, 2010)
WAVERIDERS current situationNo formal knowledge management process for
leveraging knowledge
No policy/strategy for managing buildings
No physical security for the assets
No maintenance database and plan
Dyes are harmful for the environment and the health of the workers
Fibreglass used in the manufacturing No health or safety measures regarding it
No emergency plan
WAVERIDERS current situationExcessive inventories
Controlling pollution strategy
Reactive maintenance
No strategy for life cycle management
No IT department
Suppliers not eco-friendly
Boat engine modification for fuel
Packaging of accessories and manual not in eco-friendly plastic bags
KNOWLEDGE MANAGEMENT
Source: Martin-Castilla & Rodrigo (2003) cited in Martín-Castilla & Rodríguez-Ruiz (2008)
4-LEVEL LEARNING IN ORGANIZATIONS
Source: adapted from Sun & Scott (2005)
Individual
Level
Team Level
Organizational Level
Inter-organizational Level
WAVERIDERS’ current situation in terms of KM
Generating knowledge Generation of knowledge to a certain extent (but no storing)
Storing knowledge No conditions for knowledge management system (formally)
Disseminating knowledge Barriers on dissemination of knowledge among departments Censorship - limitation of information sharing
Applying knowledge Repeating mistakes - no lessons learned especially in NPD
Nonaka’s Knowledge Creation Spiral Model
Source: Frost (2010)
Socialization:Leadership create circumstances
for KM (open and free environment)
Regular meetings
Abolish reward practices
Weekly workshops for interaction
Externalization & Combination:Database (document experiences,
knowledge from NPD, problems and
lessons learned)
Intranet
Subscriptions to journals and
websites
Internalization:Application of knowledge
Embed it in everyday routines
WAVERIDERS current assets Buildings:
HQ (Christchurch) Greenfields Exmouth
Machines/Equipment
Computers
Office furniture
Software
Raw materials (wood, fibreglass, etc.)
Vehicles
Inventory
ASSET MANAGEMENT Facilities Management
Source: Chotipanich (2004)
Facilities services – FM framework
ASSET MANAGEMENT Facilities Management – Action plan
Year 1:
Hire Facility Manager and create a facility management plan (annual and long-term)
Create an IT department
Outsource not core competencies activities (e.g. cleaning, mailing, data backup)
Space management: Ergonomic interior design and health and safety issues concerning the raw materials (fibreglass)
Create an emergency plan
ASSET MANAGEMENT Facilities Management – Action plan (cont.)
Year 2:
Review current property portfolio and perform real estate management (e.g. Exmouth potential options)
Utilization of Information system and Computer-Aided Facilities Management (CAFM)
Year 3:
Consider future actions on Design & Build activities
Reconsider long-term facility planning
Physical securityAction steps
Action steps to implement physical security in the WaveRiders:
1. Fencing along the walls of the company and no unauthorized entrance until confirmed by any manager inside.
2. Putting up CCTV cameras in all the rooms and the production area for the safety and keeping a check, also in the parking space.
3. Access cards to workers, allowing them access only to places they belong.
4. Increase the lighting in barren parts of the buildings
5. Increasing patrolling by security officers especially at night.
6. Putting up alarms in case necessary that will notify the nearest police station.
7. Security personnel having control of the main gate. Can keep it locked/unlocked according to their will. Automatic access.
8. Having Fire protective mechanism in the company.
Virtual securityAction steps
Scope: strong network security
Zero-Knowledge Protocol
About the passwords:• Hard to guess
• Changed every couple of months
• People should also avoid disclosing their passwords
Outsourcing data backup • Contract with service provider
Create IT policy and provide training
ASSET MANAGEMENTHealth & SafetyStep 1: the company writes Health & Safety (H&S)
policy
Step 2: the company does risk assessment (identify risks that might cause harm to people)
Step 3: provide training and information about health & safety to ensure that employees know how to work safely and without risks to health
Step 4: provide welfare facilities to ensure employees well-being
Step 5: make arrangements for first aid, accidents and ill health
ASSET MANAGEMENTHealth & Safety – Risk Assessment Fibreglass
Dyes
Wood cutting
Fire
Noise
Manual Handling
Hazardous Substances (chemicals, fumes, dusts, vapours, mists, gases, biological agents)
Electricity
Stress
ASSET MANAGEMENTEnvironmental Management
Cleaner production system – way of thinking
Hierarchy of waste reduction Integrated approach to design, manufacture and
use of products Product Modification and new product design Beyond your organisation itself – concerns
suppliers and customers as well
Third party audit (ISO 14001)
CSR policy
ASSET MANAGEMENTEnvironmental Management - Action
Restructuring of the products’ engine (fuel: butanol instead of ethanol )(Bevill, 2012).
Notify suppliers of raw materials
Search for eco-friendly suppliers
Recycle raw materials
Change packaging material to eco-friendly
Change dyes
Offer eco-friendly accessories and cleaning products
Environmental considerations about future products
ASSET MANAGEMENTLife-Cycle ManagementYear 2:
Evaluation of the current assets of the company to ascertain the conditions
Document the lifespan of all existing assets based on evaluation data
Implement a framework to monitor lifespan and quality of assets
Year 3:
Integration of product requirements from customers’ into our system to ensure customer satisfaction.
Commitment to continual improvement of all processes through regular assessment and appraisals
Database that covers all assets location, performance and lifespan shall be established
ASSET MANAGEMENTMaintenance
Poor machine performance Leads to low profit, loss of production, etc.
Maintenance is important so that:
Get reliable and effective plants
Gain a competitive advantage
Increase the profitability of WaveRiders
Implementation of Total Productive Maintenance (TPM) plan
ASSET MANAGEMENTMaintenance – Action stepsYear 1: Define and Create a database
• Collection of data, timing and recording
Year 2: Measure & Analyze the situation
• Training program
• Measurement of overall equipment Effectiveness (OEE)
Year 3: Improve & Control
• Methods for minimizing time loss
• Focus on the improvements that can be achieved
• Application of maintenance policies, replacement Continuous Improvement and Continuous Training
Material Requirements Planning
MRP focus on:
- Bill of Requirements
- Master Production Schedule
- Opening Inventory
- Opening Capacity
- Safety Stock
ASSET MANAGEMENTResource Utilization (cont.)
Implement and master the plan within 3 years
It is believed that will increase inventory turnover by 40%, if it is implemented sucessfully
Once, knowledge management becomes a way of life, then the company can proceed into MRP II.
ASSET MANAGEMENTResource Utilization (Cont.)
Source: Wild (2002)
Manufacturing Resource Planning (MRP II)
ConclusionLimitations
It is suggested that if WaveRiders follow the suggestions and implement the plan they can significantly improve their approaches toward knowledge and asset management and comply with EFQM.
However, certain limitations has to be taken into consideration:
Financial aspects Finance Director has to supervise the entire process
Soft aspects – people resistance to changes Stakeholder analysis All directors be in touch with their teams
References Belvill, K. (2012). Coast Guard, ORNL test butanol in small marine engines, Boat
Building News (online). URL: http://newboatbuildersnews.blogspot.co.uk/2012/02/boat-building-news_22.html (Assessed on 25th April 2012).
Chotipanich, S., (2004). Positioning facility management, Facilities, 22, 13, p. 364-372.
EFQM Excellence Model, (2010). EFQM Publications, Brussels.
Frost, A., (2010). Knowledge Management (online). URL: http://www.knowledge-management-tools.net/ (Assessed on 23rd April 2012).
Iribarren, D., Moreira, M. T. and Feijoo, G. (2010). Revisiting the Life Cycle Assessment of mussels from a sectoral perspective, Journal of Cleaner Production, 18, 2, p. 101–111.
Martín-Castilla, J.I. and Rodríguez-Ruiz, O., (2008). EFQM model: knowledge governance and competitive advantage, Journal of Intellectual Capital, 9, 1, p. 133-156.
Saint-German,R. (2005). Information Security Management Best Practice Based on ISO/IEC 17799, Information Management Journal, 39, 4, p. 60-66.
Sun, P.Y.T. and Scott, J.L., (2005). An investigation of barriers to knowledge transfer, Journal of Knowledge Management, 9, 2, p. 75-90.
Wild, R., 2002. Operations management: text and CD-ROM, 6th ed. London: Continuum.