Dr. bibi al ajmi - quality and knowledge management what you have to do with it


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  • http://www.youtube.com/watch?v=aIM9hmI-t6w&feature=youtu.be
  • This is somewhat philosophical, but thinking about this question and other fundamental questions about knowledge will help you in the future to be able to speak articulately about knowledge management, how it differs from information management and data processing.
  • Dr. bibi al ajmi - quality and knowledge management what you have to do with it

    1. 1. Quality and Knowledge Management: What You Have to Do With It! Dr. Bibi Alajmi Kuwait University www.bibialajmi.com
    2. 2. In an economy where the only certainty is uncertainty. The only sure source of lasting competitive advantage is KNOWLEDGE.
    3. 3. Knowledge-based view of the Firm Knowledge as the most strategically significant resource of a firm R. M. Grant
    4. 4. What is knowledge and how do we gain knowledge?
    5. 5. Knowledge is notinformation is not data
    6. 6. Knowledge according to Davenport & Prusak. “Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers. In organizations, it often becomes embedded not only in documents or repositories but also in organizational routines, processes, practices, and norms.” Source: Davenport & Prusak, Working Knowledge, p. 5.
    7. 7. Source: http://www.apo-tokyo.org/cgi/apo_p-glossary.pl?record=56
    8. 8. Knowledge Creation & Sharing
    9. 9. What is Knowledge Management ?• knowing what another person knows.• gain timely access to such knowledge or representations of knowledge.• willingness to share and engage.• enabling culture
    10. 10. And another view of Knowledge Management:Managing based on knowledge is atransformational shift for most organizations.“It is a form of expertise-centered managementfocusing on using human expertise for businessadvantage.”Source: Marianne Broadbent. (1998, May). The phenomenon ofknowledge management. Information Outlook.
    11. 11. Quality Management Process Control Map Chart Check Sheets Improve Pareto Performance chartHistogram Fishbone Histogram what are the underlying processes that govern performance improvement?
    12. 12. Integration ManagementKnowledge Learning
    13. 13. Source: http://www.apo-tokyo.org/cgi/apo_p-glossary.pl?record=56
    14. 14. Where does KM help?• When Organizations are faced with new technologies, outsourcing, new partnership, merging, new government regulations, economic uncertainty,• KM teams have provided support through technology and knowledge transfer, as well as asset management.
    15. 15. Where does KM help?• When business issues involved capacity management, cost reduction, and the environment,• KM played a part through forecasting/scheduling and process and technique innovation. And to improve speed and convenience, KM initiatives have expanded to address point-of-sale technology adoption and procedure effectiveness
    16. 16. What does it take for an organization to make its tacit knowledge explicit?• A “learning organization” culture• Models for articulation• Platforms for shared communication• A staff• Trust• Technology support• Support from organizational leaders• The will to do so.
    17. 17. Chevron’s KM• Chevrons definition of KM is apt for much of the industry: processes, tools, and behaviors that deliver the right content to the right people at the right time, and in the right context so they can make the best decisions, exploit business opportunities, and promote innovative ideas.
    18. 18. All companies face a common challenge: using knowledge more effectively than their competitors do." - John Browne, BP Amoco We must become experts in capturing knowledge, integrating and preserving it, and then making whathas been learned quickly and easily available to anyone who will be involved in the next business decision." - D.E. Baird, Schlumberger
    19. 19. "We got into KM because we had so many projects going on that it was difficult to standardize without limiting creativity. … Through KM, different leaders not only share experience and knowledge, but go forward to create what I call contamination centers where people infect each other with ideas." - Rudulfo Prieto, PDVSA
    20. 20. KM Tools & Techniques Share it … Solve it• Communities of Practice• Best Practices• Knowledge Café• World Café• Nominal group• Storytelling• Knowledge Bank• Mind Mapping• Peer Assist• Rapid Evidence Review (RER)
    21. 21. Make Knowledge Management … Your Management www.bibialajmi.com Twitter:@drbibialajmi