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COGNEON Präsenation - 100 Jahre Wissensmanagement
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COGNEON Präsenation - 100 Jahre Wissensmanagement


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  • 1. GfWM-Treffen auf der CeBIT am 18.03.2007 100 Jahre (Wissens-)Management Bild: Ron Dvir
  • 2. Agenda
    • Vorstellungsrunde und Erwartungen
    • Eine kurze Geschichte des (Wissens-)Management
      • Taylorismus
      • Deming und TQM
      • Balanced Scorecard
      • DIN EN ISO 9000:2000
      • Toyotismus
  • 3. COGNEON – Wir über uns
    • Unsere Mission: Wir befähigen Menschen und Organisationen durch Wissen richtig zu handeln
    • Ganzheitlichkeit: Betrachtung der Gestaltungsdimensionen Mensch, Organisation und Infrastruktur
    • Portfolio: Beratung, Coaching, Dienstleistung, Schulung (Software nur mit Partnern)
    • Branchenfokus: Engineering-Branchen (Automotive, Maschinen- und Anlagenbau, Medizintechnik)
    • Reichweite: Sitz in Erlangen, Einsatzgebiet weltweit
    • Kunden: Audi, BMW, Bosch, Elektrobit, Festo, Johnson Controls, Leoni, LTB, Schaeffler, Telekom, TRW, VW, WaveLight etc.
  • 4.
    • Management = Unternehmensführung
    • Wissens management = Wissensorientierte Unternehmensführung
  • 5. Management und Kreativität Quelle: Chic Thompson – What a great Idea! 2001 Age Creativity Score 0 % 100 % 5 8 44 retired „ Terminal Seriousness“ 65 Fragen/Tag 41 F/T 6 F/T
  • 6. Wie sieht Cogneon Wissensmanagement?
    • David A. Garvin (in HBR on KM): „A learning organization is an organization skilled at creating, acquiring and transferring knowledge and at modifying its behavior to reflect new knowledge and insights.“
    Canadian Institute of Knowledge Management: „Knowledge Management is knowledge-enabling business management.“ COGNEON-Prinzip: „Wissen kann „geklaut“ werden, die Fähigkeit zu lernen nicht.“
  • 7. Eine kurze Geschichte des (Wissens-)Management Von Taylorismus bis Toyotismus
  • 8. Eine kurze Geschichte des Management von Taylorismus bis Toyotismus 1900 2000 HBS degree in business management based on Taylors ideas (1908) Deming geht zur JUSE nach Japan (1950) Balanced Scorecard veröffentlicht (1996) ISO 9000:2000 introduced Sakichi invents Toyoda Power Loom (1896) Priciples of Scientific Management veröffentlicht (1911) „ Captains of Innovation“, „Best of both worlds“ Kiichiro founds Toyota Motor Corporationvisits Ford plant (1933) Eiji visits Ford‘s plant (1950) The Practice of Management veröffentlicht (1954) Taiichi Ohno „develops“ TPS (70s) Ford recruits Deming (1981)
  • 9. Taylorismus – Mass Production Principles of Scientific Management
  • 10. Taylor‘s Principles of Scientific Management
    • Replace rule-of-thumb work methods with methods based on a scientific study of the tasks .
    • Scientifically select, train, and develop each worker rather than passively leaving them to train themselves.
    • Cooperate with the workers to ensure that the scientifically developed methods are being followed.
    • Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.
  • 11. Mögliche Einordnung in ein Wissensmanagement-Modell Organisation Management Work T
  • 12. Deming und TQM „ If you can‘t describe what you are doing as a process, you don‘t know what you are doing“ W.E. Deming (1900-1993)
  • 13. Demings 14 Key Principles for Management
    • Create constancy of purpose for the improvement of product and service, with the aim to become competitive, stay in business, and provide jobs.
    • Adopt a new philosophy of cooperation (win-win) in which everybody wins and put it into practice by teaching it to employees, customers and suppliers.
    • Cease dependence on mass inspection to achieve quality. Instead, improve the process and build quality into the product in the first place.
    • End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost in the long run. Move toward a single supplier for any one item, based on a long-term relationship of loyalty and trust.
    • Improve constantly, and forever, the system of production, service, planning, of any activity. This will improve quality and productivity and thus constantly decrease costs.
    • Institute training for skills.
    • Adopt and institute leadership for the management of people, recognizing their different abilities, capabilities, and aspiration. The aim of leadership should be to help people, machines, and gadgets do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.
    • Drive out fear and build trust so that everyone can work more effectively.
    • Break down barriers between departments. Abolish competition and build a win-win system of cooperation within the organization. People in research, design, sales, and production must work as a team to foresee problems of production and use that might be encountered with the product or service.
    • Eliminate slogans, exhortations, and targets asking for zero defects or new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
    • Eliminate numerical goals, numerical quotas and management by objectives. Substitute leadership.
    • Remove barriers that rob people of joy in their work. This will mean abolishing the annual rating or merit system that ranks people and creates competition and conflict.
    • Institute a vigorous program of education and self-improvement.
    • Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
  • 14. Mögliche Einordnung in ein Wissensmanagement-Modell Organisation Management Work Mission Plan Act Check Do T
  • 15. The Balanced Scorecard Translating Strategy into Action Robert Kaplan David Norton
  • 16. The Balanced Scorecard Vision and Strategy Learning and Growth Perspective Internal Business Process Perspective Customer Perspective Financial Perspective
    • Je Perspektive:
    • Objectives
    • Measures
    • Targets
    • Initiatives
  • 17. Mögliche Einordnung in ein Wissensmanagement-Modell Organisation Management Work Plan Act Check Do Mission Vision Strategy Initiatives Values F P C L A
  • 18. DIN:EN ISO 9000
  • 19. „Prozess sein“ vs. „Prozess beschreiben“ 6 CO 2 + 6 H 2 O -> C 6 H 12 O 6 + 6 O 2 und nicht Organisation = ∑ Prozesse Organisation = ∑ Prozessdokumentation und nicht Bild: Ron Dvir
  • 20. DIN EN ISO 9000:2000 Prozessorientiertes Qualitätsmanagement
    • „ Eine Tätigkeit, die die Ressourcen verwendet, um die Umwandlung von Eingaben (Input) in Ergebnisse (Output) zu ermöglichen, kann als Prozess angesehen werden.“
    • „ Oft bildet das Ergebnis des einen Prozesses die direkte Eingabe für den nächsten.“
    • „ Die Anwendung eines Systems von Prozessen in einer Organisation […] kann als prozessorientierter Ansatz bezeichnet werden.“
    Processes Input Output Ressources
  • 21. Mögliche Einordnung in ein Wissensmanagement-Modell Organisation Management Work Plan Act Check Do Mission Vision Strategy Initiatives Values F P C L Need Products Kunden Kunden P P P P P P T Wissen
  • 22. Toyotismus – Lean Production „ Toyota is as much a state of mind as it is a car company.“ Sakichi Toyoda (1867-1930) Kiichiro Toyoda (1894-1952) Kiichiro Toyoda (1913) Taiichi Ohno (1912-1990
  • 23. Toyota‘s 14 Management Principles
    • Section I: Long-Term Philosophy
      • Principle 1. Base your management decisions on a long-term philosophy, even at the expense of short term financial goals
    • Section II: The Right Process will Produce the Right Results
      • … Principle 2-8 …
    • Section III: Add value to the Organization by Developing Your People and Partners
      • … Principle 9-11 …
    • Section IV: Continuously Solving Root Problems Drives Organisational Learning
      • Principle 12. Go and see for yourself (genchi genbutsu)
      • Principle 13. Make decisions slowly by consensus; implement decisions rapidly (nemawashi)
      • Principle 14. Become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen)
  • 24. Mögliche Einordnung in ein Wissensmanagement-Modell Organisation Management Work Plan Act Check Act Mission Vision Strategy Initiatives Values F P C L Need Products Kunden Kunden Waste (pure vs. required) Value added Lean = 100% Value added, 0% Waste! P P P P P P T
  • 25. Management Challenges for the 21st Century 1900 2100 2000 Management „ Management 2.0“ Process Management Knowledge Management Quality Management Idea Management Innovation Management Change Management Supply Chain Management Complexity Management Diversity Management Project Management Information Management Human Resource Management Performance Management CRM Organisation als Maschine Lernende Organisation – Organisation als Organismus
  • 26. Mögliche Einordnung in ein Wissensmanagement-Modell Organisation Knowledge Management Knowledge Work Knowledge Goals Knowledge Controlling Knowledge Identification Knowledge Akquisition Knowledge Development Knowledge Distribution Knowledge Usage Knowledge Retention Knowledge Enabling
  • 27. Kontakt Cogneon GmbH Henkestr. 91 D-91052 Erlangen Hr. Simon Dückert [email_address] +49 9131 616 6666