Knowledge management siom


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Knowledge Management

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Knowledge management siom

  1. 1. KNOWLEDGE MANAGEMENT “Processing data can be performed by machine but only the human mind can process KNOWLEDGE” By Sneha Shekheran(PRN-52) Snehal Rathi (PRN-53) Subrata Mandal(PRN-54)
  2. 2. What is knowledge management? “Knowledge management (KM) is an effort to increase useful knowledge within the organization. Ways to do this include encouraging communication, offering opportunities to learn, and promoting the sharing of appropriate knowledge artifacts.”
  3. 3. Evolution of KM Program Evaluation and Review Technique(PERT) Centralization and Decentralization The Experience Curve Corporate Culture The learning Organization Knowledge Management
  4. 4. What KM is not about? KM is not knowledge engineering. KM is about process, not just digital networks. KM is not about building a smarter intranet. KM is not about a one time investment. KM is not about enterprise-wide “Infobahn's”
  5. 5. Different types of knowledge = People knowledge = Media-basedExplicit Written down Tacit in People’s head Individuals Multimedia Digitally-Indexed Digitally-Active Intellectual Property Patents Groups Paper-based
  6. 6. KM Pyramid Less is more Wisdom Knowledge Information Facts Volume Completeness Objectivity Value Structure Subjectivity
  7. 7. KM Life cycle • Sharing • Capturing • Accessing • Converting Map Capture Organize Transfer Utilize • Map knowledge asset • Priorities • Plan Mapping tool
  8. 8. The 10-step KM road map Analyze the Existing Infrastructure Align Knowledge Management and Business Strategy Design the Knowledge Management Infrastructure Audit Existing Knowledge Assets and Systems Design the Knowledge Management Team Create the Knowledge Management Blueprint Develop the Knowledge Management System Deploy using the results-driven Incremental Method Manage Change, Culture and Reward Structures Evaluate Performance , Measure ROI & Incrementally Refine the KMS
  9. 9. Typical structure of Bpr Community of practice Executive Sponsor(Periodically follows up on the activity level and progress status) Gatekeeper for COP (Approves Draft Practices for Replication by all Locations) Feedback to BPR Approved Practice Notification
  10. 10. KM processes at ford
  11. 11. KM tools and technologies at Ford • BPR APPLICATION Oracle database combined with a mix of JavaScript, HTML & Pearl code delivered by Sun Operating System  Internal benchmarking process  Safety derivative  Environmental reporting system  Policy deployment  Nagware  Collaboration tool • Portals  Hub  Knowledge-Based Engineering(KBE)
  12. 12. Technology Oils the Wheels • Knowledge Sharing Sessions • Cross Functional Teams • Internet • Portals • Web Pages Group Collaboration System • Expert Systems • Neural Networks • Fuzzy Logic • Robotics Artificial Intelligence System
  13. 13. KM Advantages  Ensures Just-In-Time access to knowledge. Encourages collaboration, sharing and team feelings among employees.  Avoids re-inventing the wheel. Similarly avoids past mistakes and failures.  Helps to combat global competition and pace of change through best sharing practices, product development knowledge and problem resolution.  Improves knowledge and information sharing across the enterprise and reduces the efforts and cost of information sharing  Improve customer support activities.  Adds to the firms intelligence and provides increased flexibility.  Many More…...
  14. 14. Knowledge management barriers 1. Lack of top management commitment 2. Lack of technological infrastructure 3. Lack of methodology 4. Lack of organizational structure 5. Lack of organizational culture 6. Lack of motivation and reward 7. Staff retirement 8. Lack of ownership of problem 9. Staff Deflection
  15. 15. Structural self-interaction matrix
  16. 16. Initial reachability matrix
  17. 17. Levels of KM barriers
  18. 18. ISM Based Model 1. Lack of Top Management Commitment 6. Lack of Motivation and Reward 2. Lack of Technological Infrastructure 3. Lack of Methodology 4. Lack of Organizational Structure 7. Staff Retirement9. Staff Deflection 8. Lack of Ownership of Problem 5. Lack of Organizational Culture