12. LEAN 6 SIGMA
10
thöïc hieän caùc muïc tieâu chieán löôïc.
Tröôùc khi xaùc ñònh neân duøng loaïi
coâng cuï cuûa Lean-6Sigma naøo
cho thích hôïp thì ta phaûi xaùc ñònh
caùc yeáu toá naøo chuû yeáu ñöa ñeán
thaønh coâng. Noùi caùch khaùc, vaán
ñeà gì laø thieát yeáu ñeå caûi tieán trong
kinh doanh (thöôøng chæ töø ba ñeán
naêm caùi).
Baïn coù theå aùp duïng quaù trình
DMAIC vaø coâng cuï Lean / 6 Sigma
ñeå thöïc hieän vieäc caûi tieán, caùch naøy
ngöôøi ta coøn goïi laø “Sigma nhanh”,
vì ta khoâng caàn khai trieån quaù tæ mæ
vaø duøng heát caùc loaïi coâng cuï phöùc
taïp cao nhö beân 6 Sigma.
Trong Lean-6Sigma ngöôøi ta
duøng caùc loaïi soá ño ñeå theo doõi
möùc ñoä caûi tieán qua töøng quí moät,
ta coù theå goïi ñoù laø caùc KPI (Chæ
tieâu saûn xuaát chuû yeáu) veà kinh teá
kyõ thuaät. Coù taát caû khoaûng 20 soá
ño ñeå ñaùnh giaù muïc tieâu so vôùi möùc
tieâu chuaån hieän coù. Ñoù laø:
Möôøi hai soá ño chuû yeáu
1. Möùc ñaàu tö toàn kho
2. Chi phí lôøi vaø loã
3. Tæ leä quay voøng toàn kho
4. Cung caáp ñuùng haïn
5. Ñoä chính saùc cuûa döï baùo
6. Thôøi gian laøm xong
7. Nhöõng ñôn haøng khoâng tính
tröôùc
8. Möùc thay ñoåi tieán ñoä
9. Soá haøng caáp thieáu
10. Ñoä chính xaùc cuûa döõ lieäu
11. Möùc coù saün nguyeân vaät lieäu
12. Möùc toàn kho thöøa/loãi thôøi
Taùm soá ño boå sung
13. Muïc tieâu dòch vuï khaùch haøng
14. Lôïi nhuaän taùc nghieäp roøng sau
thueá (NOPAT)
15.Hieäu quaû söû duïng taøi saûn
16. Hieäu quaû söû duïng taøi saûn coá
ñònh
17. Hieäu quaû nôï tích saûn
18. Möùc lôïi nhuaän goäp
19. Laõi suaát do taøi saûn
20. Laõi suaát do toàn kho.
Ñieàu kieän caàn coù
Sau khi tìm hieåu sô boä veà ba heä
thoáng quaûn lyù chaát löôïng caên baûn
TQM, Saûn xuaát Lean, 6 Sigma, vaø
Lean-6Sigma, caâu hoûi ñaët ra laø ta
neân choïn phöông phaùp naøo ñeå aùp
duïng coù hieäu quaû vaø kinh teá nhaát
cho toå chöùc cuûa mình?
Tröôùc khi quyeát ñònh neân aùp
duïng phöông phaùp naøo, tröôùc tieân
ta neân töï xeùt mình coù ñuû caùc ñieàu
kieän sau ñaây khoâng:
1. Laõnh ñaïo phaûi tìm hieåu cho
kyõ yeâu caàu cuûa töøng phöông phaùp,
quyeát taâm vaø cam keát tieán haønh
ñeán cuøng. Laøm caùi naøy phaûi kieân
trì vaø boû nhieàu coâng söùc, muoán
thaáy keát quaû trong moät thôøi gian
ngaén laø raát khoù, noù coøn tuøy thuoäc
vaøo tình hình chuû quan cuûa toå chöùc
vaø khaùch quan cuûa thò tröôøng vaø
xaõ hoäi.
2. Caùn boä quaûn lyù caáp trung
gian vaø cô sôû phaûi thaáy tính chaát
caàn thieát phaûi caûi tieán trong kinh
doanh vaø höôûng öùng neáu muoán toàn
taïi vaø phaùt trieån laâu daøi.
3. Tình hình nhaân söï phaûi oån
ñònh, soá ñoâng nhaân vieân coù ñoàng
löông ñuû soáng, coù tinh thaàn laøm
vieäc vì söï nghieäp chung vaø laâu daøi
cuûa toå chöùc.
4. Coù chuyeân gia thaønh thaïo
vaø coù kinh nghieäm trong caùc lónh
vöïc naøy ñeá ñaøo taïo vaø tö vaán cho
caùc quaûn lyù caáp trung vaø caáp cô sôû
trong toå chöùc.
TS Ñaëng Minh Trang
1.Nhöõng coâng cuï neâu treân duøng trong heä
thoáng Lean / 6 Sigma khoâng phaûi chæ ñöôïc
duøng rieâng cho töøng loaïi heä thoáng ñoù, maø laø
coâng cuï ñaëc tröng cho heä thoáng ñoù maø thoâi.
Caùc heä thoáng naøy - ñöôïc aùp duïng sau TQM
- thöôøng taän duïng raát nhieàu coâng cuï cô baûn
cuûa TQM, thí duï nhö: 5S, 7 coâng cuï cô baûn,
nhöõng coâng cuï duøng ñeå tính SPC v.v…
Heä thoáng Lean-6Sigma duøng nhieàu coâng
cuï cuûa TQM, cuûa Lean vaø moät soá coâng cuï
thoáng keâ ñôn giaûn cuûa 6 Sigma.
2. Lean / 6 Sigma tuy ban ñaàu xuaát phaùt
töø ñoøi hoûi trong saûn xuaát, nhöng nay caùc
phöông phaùp naøy ñaõ ñöôïc aùp duïng coù hieäu
quaû trong nhöõng ngaønh kinh doanh khaùc
nhö ngaân haøng, y teá, quaân söï, thöùc aên
nhanh, haøng khoâng, khaùch saïn, heä thoáng
baùn leû vaø v.v… caùch tieán haønh aùp duïng chæ
tuøy thuoäc vaøo hieän traïng vaø quyeát taâm cuûa
laõnh ñaïo toå chöùc ñoù maø thoâi.
3. Coù hai tröôøng hôïp, tuøy theo toå chöùc ñaõ
coù saün moät heä thoáng quaûn lyù kinh doanh
töø tröôùc, nay muoán chuyeån sang hay ñang
thieát keá moät cô sôû môùi maø muoán aùp duïng
caùc heä thoáng “Saûn xuaát Lean”, “6 Sigma”
hay “Lean-6Sigma” ngay töø ñaàu.
Tröôøng hôïp thöù nhaát laø khi ta töø moät heä
thoáng cuõ muoán chuyeån sang moät trong ba
heä thoáng môùi neâu treân, neáu xaây laïi nhaø maùy
môùi ñeå khôûi söï töø ñaàu thì toán tieàn quaù, neân
ta phaûi coù keá hoaïch chuyeån ñoåi trong heä
thoáng quaûn lyù vaø maët baèng.
Thöôøng laõnh ñaïo caàn coù quyeát taâm cao
vaø coá gaéng raát nhieàu, ñaëc bieät laø khi nguoàn
nhaân löïc ñaõ qua nhieàu naêm laøm aên theo
leà loái cuõ vaø ñaõ coù saün moät vaên hoùa coâng ty
aên saâu laâu ngaøy. Neáu töø tröôùc tôùi nay chöa
heà coù moät cuoäc thay ñoåi lôùn thaønh coâng
naøo trong quaûn lyù thì söï vieäc laïi caøng khoù
khaên hôn. Theá naøo cuõng coù söï choáng ñoái
söï thay ñoåi töø phía caùn boä nhaân vieân, tröø
phi nhaø quaûn lyù coù quyeát taâm cao vaø quaûn
lyù ñaëc bieät gioûi.
Tröôøng hôïp thöù hai laø khai trieån caùc nguyeân
taéc vaø coâng cuï cuûa moät trong ba phöông
phaùp noùi treân ngay töø ñaàu, ngay luùc thieát
keá vaø xaây döïng moät cô sôû môùi . Ñoù laø caùch
toát nhaát vì ta khoâng phaûi chuyeån ñoåi moät
taäp quaùn laøm aên cuõ kyõ sang moät caùch thöùc
laøm vieäc khoa hoïc coù baøi baûn.
Caùc hoaït ñoäng cuûa Lean / 6 Sigma seõ ñöôïc
thöïc hieän trong giai ñoaïn thieát keá taäp trung
vaøo vieäc ñaøo taïo cho taát caû nhaân vieân ñeàu
hieåu nguyeân taéc vaø söû duïng caùc coâng cuï
cuûa Lean / 6 Sigma, toå chöùc seõ duøng chuaån
ñoái saùnh ñeå ñaït tieâu chuaån caáp quoác teá,
duøng maët baèng vôùi kích côõ toái thieåu hoùa,
maùy moùc ña naêng vaø kích côõ thích hôïp. vaø
caàn xaùc ñònh nhöõng soá ño naøo caàn coù ñeå
ño löôøng vaø ñaùnh giaù coâng vieäc.
4.Neáu toå chöùc töï xeùt chöa ñuû caùc ñieàu kieän
caàn (nhaân söï, saûn xuaát, taøi chính…) ñeå aùp
duïng heä thoáng Lean / 6 Sigma thì chôù neân
coi thöôøng vaø queân TQM. Heä thoáng naøy vaãn
raát phuø hôïp vôùi caùc xí nghieäp vöøa vaø nhoû,
voán chieám ña soá taïi nöôùc ta ngaøy nay.
Neáu coù nhieàu con ñöôøng daãn tôùi La maõ, thì
cuõng coù nhieàu caùch ñöa ta tôùi söï hoaøn haûo
trong kinh doanh. Vaán ñeà laø ta phaûi töï bieát
mình vaø bieát ngöôøi ñeå löïa choïn caùch naøo laø
nhanh nhaát, reû nhaát vaø keát quaû nhaát.
Chuù thích
13. LEAN 6 SIGMA
11
Total Productive Maintenance
(TPM) is the maintenance sub-
system of Lean Manufacturing.
TPM improves manufacturing
performance by reducing cost,
improving quality and increasing
productivity.
As with other parts of Lean, TPM
borrows tools and techniques
from other disciplines as well
as previously developed and
proven maintenance techniques.
The combination, integrated as a
system and further integrated with
the larger Lean system, produces
results far beyond the individual
techniques; i.e., the system is
more than the sum of its parts.
Losses Cost Avoidance
In one sense, everything in
maintenance is waste since
none of it directly contributes
to the customer’s needs and
wants. While a perfect factory
with perfect equipment would
need zero maintenance effort, real
factories and real equipment need
maintenance to function. Without
it, they create further waste in lost
time and defects. The objective
of TPM is to minimize the total
waste or, in TPM terms, loss.
Maintenance-related losses come in
many forms. Accounting systems
show some costs (losses) but
others remain hidden as in figure
1. For example, the exact cost of
maintenance labor and parts is easy
to track. The cost of a defective
part is somewhat easy to track but
the “commotion cost” of the defect
is nearly impossible to track and
Total Productive Maintenance The Maintenance Side of Lean
usually much greater.
The trick is to find the balance
between direct maintenance
expenditures and the hidden costs
while ensuring that maintenance
resources are effectively used.
Analytically and quantitatively, this
is very difficult. From this author’s
experience and observation,
however, few (if any) factories
spend too much on maintenance.
Most operate far to the left on the
total Cost Curve of figure 2. Well-
managed maintenance is nearly
always a good investment.
The Origins of TPM
Thedemandsforpredictablemachine
performance in Lean Manufacturing
led to the development ofTPM. Early
on, the people
a t To y o t a
m u s t h a v e
realized that
many quality
p r o b l e m s
a n d s e t u p
p r o b l e m s
o r i g i n a t e d
i n p o o r
maintenance.
Total Quality Techniques, Statistical
Process Control (SPC) and problem
solving teams transferred well to
maintenance issues. Reliability
Centered Maintenance (RCM) also
contributed. Reliability Centered
Maintenance developed from the
military’s development of Reliability
theory which, in turn, came from
statistical theory. Statistical theory
also contributed to the development
of SPC. The use of problem solving
teams came from Eric Trist’s Socio-
Technical Systems as well as from
Reg Revans’ Action Learning.
Figure 3 is a simplified summary of
TPM’s development.
Results
Herearesomeotherresultsreported
by industry:
•MRCBearingsreducedunplanned
downtime by 98% in one cell and
99% in another - all within one
year.
• Monsanto runs their three-year
old TPM start-up plant at 97% on-
stream time while most other units
run between 85% and 90%.
• 3M reduced their maintenance
cost by 60% within three years.
• DuPont reduced off-quality by
69% and improved capacity by 29%
in three years.
• Harley-Davidson estimates that
the ROI from TPM has been ten-fold
to the cost of implementation.
Kodak reported a $5 million
investment in TPM that resulted in
a $16 million increase in profits.
TPM In A Nutshell
Figure 1
Maintenance
Losses
Figure 2 Optimizing Maintenance Cost
Figure 3 Origins of Total Productive
Maintenance
14. LEAN 6 SIGMA
12
Total Productive Maintenance
is often presented as a
series of pillars supporting Lean
Manufacturing and resting on
a foundation of education and
training. Below this is the attitude
of environmental responsibility and
safety. Figure 1 illustrates. This
representation is adequate as a
starting point. However, TPM, like
Lean itself, is a dynamical system
and cannot be fully understood with
a static model.
Supporting Lean
Maintenance enables and supports
Lean efforts in at least three major
ways: Quality, Setup Reduction
(SMED) and predictability. In turn,
other Lean elements support TPM
through Workcells, Teamwork and
Problem-solving.
The Foundations
Education Training-- Education,
training and investments in people
characterize all aspects of Lean.
In the maintenance area, they are
even more important because of the
specialized knowledge required on
typical manufacturing equipment.
This is one of the foundation stones
of TPM. Without it, the pillars of TPM
will have limited impact.
Safety/Environment-- Underlying
even the training and education piece
are the more fundamental values of
responsibility to the environment and
safety for employees. One important
reason is simple: it is the right thing
to do.
A more pragmatic reason involves
motivation. Most people want to
be a part of something larger than
themselves; appeals to higher
motivation bring involvement and
commitment. It is difficult to argue
against safety and a common
commitment to safety can be a bond
that brings people together on other
issues.
Autonomous Maintenance
Autonomous maintenance is the
concept that the people who operate
a machine should maintain the
machine. The degree of autonomous
maintenance depends on the level of
training and the abilities of operators.
It often starts with basic lubrication,
cleaning and inspection and then
graduates to minor or even major
repairs.
For example, in the foundry where this
authorworked,machinistsrepairedand
overhauled their own machine tools.A
trained and competent machinist is
certainly capable of overhauling a
gearbox.And,astheusers,theytended
to know the equipment intimately.
In the military, everyone cleans
their own weapon. When their life
depends on proper functioning,
people take more care.
Autonomous maintenance frees
resources in the maintenance
department for the other activities
such as equipment improvement
or major overhauls. It amplifies the
maintenance efforts and involves the
operators who then take better care of
the equipment.
Planned Maintenance
Planned maintenance is the deliberate
planning and scheduling of
maintenance activities as opposed to
reactingtobreakdownsandemergencies.
A maintenance department that uses
TPM effectively generally devotes less
than 10% of its labor hours to such
unplanned activities.
Without TPM it is not unusual for 80%-
90% of the labor to be unplanned.
Unplanned maintenance is a
strong indicator that prevention and
improvement programs are non-
existent or ineffective. In addition,
high percentages of unplanned
maintenance creates problems.
For eaxample: Huge inefficiencies in
maintenance labor. Confusion and
disturbance in scheduling, production
and other areas.
Equipment Improvement
Improving equipment constantly
is a major part of TPM. This author
witnessed an outstanding example
of this some years ago at Toyota’s
Kamigo Engine plant.Toyota was using
the same type of American equipment
that I had seen at Ford Motor Company
years earlier. However, Toyota’s
equipment was so reliable that it ran
with far fewer people and far better
quality. Most production equipment
has not had the extensive design,
testing and development common
in mass-produced products such
as automobiles. Accordingly, there
are many deficiencies that may not
be evident when the equipment first
goes into service. In addition, each
Pillars of TPM
Figure 1 the Pillars of TPM
Figure 2 Planned
Maintenance
(Xem tieáp trang 17)
15. LEAN 6 SIGMA
13
Giaûi quyeát nhanh vaán ñeà theo 8 quy taéc/
Eight Disciplines Quick Problem Solving
Neáu chuùng ta coá gaéng ñoïc vaø
hieåu caùc caùch thöùc vaø phöông
phaùp giaûi quyeát vaán ñeà theo caùc
töø khoùa tìm kieám treân thì roõ raøng
khoâng nôi naøo ñeà caäp tôùi moät
phöông phaùp luaän naøo cuï theå caû,
maø chæ noùi raát chung, giaûi quyeát
caùc vaán ñeà moät caùch ñôn leû, phuï
thuoäc raát nhieàu vaøo caùc yù kieán chuû
quan cuûa ngöôøi giaûi quyeát.
Baøi naøy toâi xin giôùi thieäu moät
coâng cuï ñöôïc aùp duïng raát roäng
raõi taïi caùc Coâng ty ña quoác gia töø
caùc chöông trình aùp duïng vaø trieãn
khai Lean manufacturing vaø Six
sigma cuõng nhö töø caùc chöông
trình caûi tieán lieân tuïc, ñaëc bieät laø
caùc Coâng ty maø caùc saûn phaåm vaø
dòch vuï cuûa hoï phaùt sinh caùc thay
ñoåi lieân tuïc töø caùc yeâu caàu cuûa
khaùch hang töø khaâu thieát keá ñeán
saûn xuaát cheá taïo vaø sau khi baøn
giao saûn phaåm cho khaùch hang, ví
duï nhö: ngaønh phaàn meàm, ngaønh
xaây döïng, ngaønh cheá taïo...
Giaûi quyeát nhanh vaán
ñeà theo 8 quy taéc/
Eight Disciplines Quick
Problem Solving
(8D) laø moät coâng cuï quaûn lyù
nhaèm höôùng daãn thoâng qua quaù
trình 8 böôùc ñeå giaûi quyeát moät
vaán ñeà, vaán ñeà ñöôïc nhaän dieän
ñeå aùp duïng caùch giaûi quyeát theo
8D thöôøng söû duïng phoå bieán
laø: than phieàn cuûa khaùch haøng,
khaùch haøng traû laïi hoaëc caùc
vaán ñeà phaùt sinh beân trong toå
chöùc coù tính nghieâm troïng phaûi
ra quyeát ñònh döøng saûn xuaát vaø
lieân quan ñeán nhieàu boä phaän
khaùch nhau. Hieäu quaû cuûa 8D
töø thöïc teá laø chuùng ta keát hôïp
ñöôïc taát caû caùc khía caïnh quan
troïng cuûa vaán ñeà. Caùc keát quaû
cuûa moät quaù trình 8D laø baùo caùo
8D, trong ñoù ñònh daïng coù caùc
böôùc sau.
Döôùi ñaây laø phaùc thaûo cô baûn cuûa moät quaù trình 8D/ vaø baùo caùo 8D:
Tracking Number: Customer Number: Response Due Date:
8-D is a quality management tool and is a vehicle for a cross-functional team to articulate thoughts and provides
scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D
approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the
root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is
cured, thus, the same problem is unlikely to recur.
Step 0 1 2 3 4 5 6 7 8
Action The Planning
Stage
Establishing
the Team
Problem
Definition /
Statement
Description
Developing
Interim
Containment
Action
Identifying
Verifying
Root Cause
Identifying
Permanent
Corrective
Actions (PCA)
Implementing
Validating
PCA
Preventing
Recurrence
Recognizing
Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in
“cause unknown” situations and is not the right tool if
concerns center solely on decision-making or problem
prevention. 8-D is especially useful as it results in not
just a problem-solving process, but also a standard and
a reporting format. Does this problem warrant/require
an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
16. LEAN 6 SIGMA
14
2A
Problem Definition
Provides the starting point for solving the
problem or nonconformance issue. Need to have
“correct” problem description to identify causes.
Need to use terms that are understood by all.
Sketch / Photo of Problem
Part Number(s):
Customer(s):
List all of the data and documents that might help
you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B IS IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
To whom was the problem reported?
Who is not affected by the problem?
Who did not find the problem?
What
What type of problem is it?
What has the problem (part id, lot #s, etc)?
What is happening with the process with
containment?
Do we have physical evidence of the problem?
What does not have the problem?
What could be happening but is
not?
What could be the problem but is
not?
Why
Why is this a problem (degraded performance)?
Is the process stable?
Why is it not a problem?
Where
Where was the problem observed?
Where does the problem occur?
Where could the problem be located
but is not?
Where else could the problem be
located but is not?
When
When was the problem first noticed?
When has it been noticed since?
When could the problem have been
noticed but was not?
HowMuch/Many
Quantity of problem (ppm)?
How much is the problem costing in dollars,
people, time?
How many could have the problem
but don’t?
How big could the problem be but
is not?
HowOften
What is the trend (continuous, random, cyclical)?
Has the problem occurred previously?
What could the trend be but is not?
2C
Problem Description
(based on the information gathered so far, provide a concise problem description)
1
Establishing the Team:
Establish a small group of people with the
process/ product
knowledge, allocated time, authority and skill in
the required technical disciplines to solve the
problem and implement corrective actions.
Team Goals:
Team Objectives:
Department Name Skills Responsibility
Thoâng thöôøng khi caùc Coâng
ty ñaõ aùp duïng 8D thaønh thaïo
thì hoï ñi qua böôùc 0 raát nhanh
baèng caùch thaønh laäp ñöôïc
ngay moät nhoùm ñeå giaûi quyeát
vaán ñeà.
Trong naøy böôùc 0: AÙp duïng
trong moät vaøi tröôøng hôïp caàn
phaûi coù phaûn öùng ngay, phaûi
nhaän thöùc ngaøy vaán ñeà, ví duï:
moät coâng nhaân ôû boä phaän caét,
vaán ñeà xaây ra laø Anh ta caét maát
moät ngoùn tay cuûa mình, thì trong
tröôøng hôïp naøy ôû böôùc 0 laø phaûi
caàm maùu cho Anh ta, moïi ngöôøi
xung quanh Anh ta phaûi ñöa Anh
ta ñi nhaø thöông...
Quy taéc 1. Thaønh laäp nhoùm (team)
Ñaây laø böôùc ñaàu tieân cuûa 8D, böôùc naøy xaùc ñònh thaønh phaàn cuûa
ñoäi nguõ 8D. Nhoùm naøy neân bao goàm caùc chöùc naêng cuûa quaù trình caùc
thaønh vieân sôû höõu quaù trình, moät thaønh vieân töø QA, vaø nhöõng ngöôøi
khaùc seõ ñöôïc tham gia vaøo vieäc ngaên chaën loãi (containment), phaân tích,
chænh söûa xaùc nhaän vaø coâng taùc phoøng ngöøa caùc vaán ñeà phaùt sinh trôû
laïi. Teân vaø chöõ kyù cuûa caùc thaønh vieân cuõng nhö caùc vò trí cuûa hoï trong
coâng ty toå chöùc phaûi ñöôïc lieät keâ trong phaàn naøy cuûa baùo caùo.
Quy taéc 2.
Moâ taû vaán ñeà
Böôùc naøy bao goàm vieäc
ñaùnh giaù chi tieát cuûa vaán ñeà.
Theo böôùc naøy, caùc baùo caùo
8D cung caáp nhöõng thoâng
tin treân vaø moät hình aûnh roõ
raøng cuûa vaán ñeà ñöôïc neâu
baät cuûa khaùch haøng. Noù seõ
bao goàm caùc thoâng tin chi
tieát sau ñaây: nhaän daïng cuûa
khaùch haøng, moät baûn moâ
taû cuûa caùc öùng duïng cuûa
khaùch haøng, thieát bò thoâng
tin (ñieän thoaïi, goùi phaàn
meàm, nhieàu #, caáp maõ soá,
vv, khi naøo vaán ñeà ñaõ ñöôïc
phaùt hieän, coù vaán ñeà ñaõ
ñöôïc gaëp, moâ taû cuï theå veà
cheá ñoä thaát baïi, vaø caùc tyû leä
laëp laïi. AÙp duïng caùc caùch
thöùc ñeå ñònh nghóa vaán ñeà
vaø nhaän dieän vaán ñeà nhö
Who, What, Why, Where,
When How Much/ Many,
How Often, söû duïng caùc
bieåu ñoà... böôùc naøy laø böôùc
raát quan troïng nhaèm ñònh
höôùng caùch thöùc giaûi quyeát
cho caùc böôùc sau, neáu böôùc
nhaän moâ taû vaán ñeà khoâng
roõ raøng thì vaán ñeà seû khoâng
giaûi quyeát ñöôïc trieät ñeå.
17. LEAN 6 SIGMA
15
3
Developing
Interim
Containment
Actions
Temporary actions
to contain the
problem and “fix”
until permanent
correction is in
place - document
actions in Action
Item Table
Quy taéc 3. Ngaên
chaën caùc trieäu
chöùng vaø caùc daáu
hieäu baát thöôøng
Ñieàu naøy giaûi thích
veà möùc ñoä nghieâm troïng
cuûa vaán ñeà vaø phaïm vi
aûnh höôûng cuûa noù. Döïa
vaøo caùc vaán ñeà ñöôïc moâ
taû ôû böôùc 2, taát caû ñeàu
coù raát nhieàu khaû naêng
bò aûnh höôûng bôûi cuøng
moät vaán ñeà caàn phaûi
ñöôïc xaùc ñònh vaø ñöôïc
chæ ñieåm. Seõ ñöôïc lieät
keâ trong phaàn naøy cuûa
baùo caùo.
Caùc haønh ñoäng ngaên
chaên ñöôïc ñöa ra nhaèm
chaën laïi söï aûnh höông
lan roäng cuûa vaán ñeà ví duï
nhö: thu hoài saûn phaåm,
ngöøng daây chuyeàn. Coù
khaû naêng trong böôùc naøy
seû ñöôïc boå sung vaøo
nhoùm nhieàu thaønh vieân
khaùc nöõa.
Quy taéc 4. Xaùc ñònh vaø kieåm chöùng nguyeân nhaân goác reã
Böôùc 4 bao goàm caùc höôùng daãn thöïc hieän khoâng phaân tích vaø ñieàu
tra caàn thieát ñeå xaùc ñònh nguyeân nhaân goác reã cuûa vaán ñeà.
Phaàn naøy raát quan troïng, ñoøi hoûi team phaûi coù raát nhieàu caùc kyõ
naêng vaø phöông phaùp thöïc hieän, ví duï nhö kyõ naêng laøm vieäc nhoùm vaø
branstorming, söû duïng coâng cuï bieåu ñoà xöông caù vaø hoûi 5Why
Khi tìm ra baát kyø moät nguyeân nhaân goác reã naøo thì phaûi branstorm ñeå
tìm ra caùc giaûi phaùp vaø haønh ñoäng phuø hôïp cho nguyeân nhaân ñoù ñöôïc
baùo caùo vaø theo doõi trong phaàn 4C.
4A
Identifying Verifying Root Cause
Analyze for “Root Cause” of the problem. Identify and verify the
Escape Point
Brainstorm the possible causes of the problem
4A Cause and Effect Diagram
.
4B 5 Why Analysis
Ask – Why did this happen?
Ask – Why did this happen?
Ask – Why did this happen?
Ask – Why did this happen?
Ask – Why did this happen?
4C
Action Plan
Based on the team’s discussions. Begin to complete the Root
Cause Action Plan to verify and validate the root causes and test
the escape point. Document this on the Action Item Table
Actions Implement Verify Actions
Problem
Containment
/Corrective
Action
HowVerified
Action
Who
Responsible
Planned
Actual
Status
Quy taéc 5. Xaùc ñònh haønh ñoäng khaéc
phuïc (Discipline 5. Formulate and Verify
Corrective Actions)
Böôùc naøy laø böôùc xaùc ñònh taát caû caùc haønh ñoäng
nhaèm khaéc phuïc vaán ñeà ñöôïc chæ ra taïi caùc nguyeân
nhaân goác reã, ngöôøi chòu traùch nhieäm thöïc hieän caùc
haønh ñoäng cam keát ngaøy hoaøn thaønh vaø baùo caùo
thöôøng xuyeân.
5
Identify Permanent Corrective Actions
solutions that address and correct the root
cause. Solutions determined to be the best
of all the alternatives. Document and verify
the Permanent Corrective Action (PCA) in the
Action Item Table
18. 16
LEAN 6 SIGMA
Quy taéc 6. Trieån khai
vaø xaùc minh hieäu quaû
(Discipline 6. Correct the
Problem and Confirm the
Effects)
Böôùc thöù 6 lieân quan ñeán thöïc
teá vieäc trieån khai thöïc hieän cuûa caùc
haønh ñoäng khaéc phuïc, chi tieát cuûa
caùc taøi lieäu maø caàn phaûi coù trong
caùc phaàn töông öùng cuûa caùc baùo
caùo 8D. Ngaøy hoaøn thaønh vaø caùc
haønh ñoäng phaûi ñöôïc theå hieän
trong phaàn naøy. Döõ lieäu cho thaáy
raèng caùc haønh ñoäng khaéc phuïc coù
hieäu quaû trong vieäc ngaên ngöøa caùc
goác nguyeân nhaân cuûa vaán ñeà phaûi
ñöôïc trình baøy. Trong baát kyø caùc
haønh ñoâng khaéc phuïc thieáu hieäu
quaû phaûi ñöôïc quan taâm vaø caûi
tieán theâm hoaëc boå sung caùc haønh
ñoäng phaéc phuïc khaùc.
6
Implementing
Validating the PCA
Implement and
validate to ensure that
corrective action does
“what it is supposed
to do.” Detect any
undesirable side
effects. Document
this on the Action
Item Table. Return to
root cause analysis, if
necessary
Quy taéc 7. Ngaên ngöøa caùc vaán ñeà (Discipline 7. Prevent
the Problem)
Phaàn naøy phaûi taùch bieät vôùi hoaït ñoäng khaéc phuïc, hoaït ñoäng ôû böôùc
7 mang tính phoøng ngöøa. This next discipline should not be confused
with “correcting” the problem. Prevention of the problem entails the
identification of devices or packages that are similarly vulnerable to
the same problem highlighted by the customer, even if not affected
under the current situation. Actions necessary to prevent these from
being afected by a mimilar problem in the future are called preventive
actions. Phoøng ngöøa ñoøi hoûi phaûi xaùc ñònh caùc thieát bò hoaëc phaàn meàm
töông töï, hay caùc coâng cuï nhaèm trieät tieâu loãi laëp laïi.
Chuùng ta phaûi tieâu chuaån hoùa caùc hoaït ñoäng phoøng ngöøa vaø keøm theo
la ñaøo taïo höôùng daãn thöïc hieän xuyeân suoát quaù trình.
Ñaây cuõng laø 1 böôùc quan trong trong 8D
7
Preventing Recurrence
determine what improvements in systems and processes would
prevent problem from recurring. Ensure that corrective action
remains in place and successful
7A Address Similar Systems
Process / Item Who Responsible When
7B Review the following documents / systems
Document
Who
Responsible
Completion Date
Planned Actual
Management System Manual
Manufacturing Work
Instructions
Inspection Work Instructions
Process Flow Charts
Process Control Plans
Design FMEA
Process FMEA
Gages
PPAP
Engineering Change Approval
Quy taéc 8. Chuùc möøng nhoùm
vaø ñoùng vaán ñeà (Discipline 8.
Congratulate the Team)
The last step of the 8D process
and the last portion of the 8D report
consists of an acknowledgement from
management of the good work done by
8D team. Approvals for the 8D report
are also shown in this last discipline.
Böôùc cuoái cuøng cuûa 8D, baùo caùo cuoái
cuøng 8D bao goàm caùc xaùc nhaän vaø coâng
nhaän cuûa nhoùm vaø ngöôøi lieân quan.
8
Congratulate Your Team
Use all forms of employee recognition and document as
necessary
Celebrate successful conclusion of the problem solving
effort
Formally disengage the team and return to normal
duties
Was this problem solving exercise effective? Has it been verified
with a follow-up?
YesNo
Signature / Title / Date Findings
19. manufacturing plant and its products
tends to be different and can benefit
by design changes that adapt the
machines better to their individual
situations.
Olderequipmentdoesnotnecessarily
have to be replaced. In many cases,
it can be upgraded and overhauled
and made better than new. In our steel
foundry, we did this with fourteen of our
overhead cranes. Some were upgraded
and re-rated for heavier capacity. All
were fitted with new controls, structural
deficiencies were fixed and the cranes
made better than new. Several of these
cranes were over 45 years old.
New Equipment Management
New equipment management is
related somewhat to equipment
improvement. It refers to the careful
design, selection and testing of
equipment. The purpose is to ensure
a smooth commissioning process with
minimal design defects and problems.
New equipment management includes
vendor selection, evaluating options
for maintainability, training personnel
in advance and other common-sense
techniques.
Process Quality Management
In TPM making the equipment run
is only part of Maintenance’s job.
Ensuring that the equipment is capable
of producing parts well within the
tolerance range (process capability)
is also a primary responsibility.
Worn bearings and ways, undo
vibration, bent shafts and multiple other
maintenance problems contribute to
the gradual deterioration of process
capability. With constant use, machines
stillrunbutbecome“finicky.”Forexample,
a particular machine shop lathe that the
author recalls could only be run by a
particular operator. He was the only one
who knew exactly where the ways were
worn and how to compensate.
17
LEAN 6 SIGMA
Keát luaän:
Trong quaù trình laøm
8D ñaëc bieät chuù yù tôùi caùc
böôùc. Böôùc 2 - moâ taû vaán
ñeà, thöôøng thì chuùng ta moâ
taû raát caûm tính vaø chung
chung caùc vaán ñeà. Böôùc 4 -
hoaït ñoâng phaân tích vaø xaùc
ñònh nguyeân nhaân goác reã,
thöôøng thì caùc nhoùm khoâng
coá gaéng tìm kieám ñeán nôi
ñeán choán caùc nguyeân nhaân
laø caùi caên nguyeân maø xaây
ra vaán ñeà, nhoùm chæ döøng
laïi ôû caùc trieäu chöùng vaø caùc
lyù do xaây ra vaán ñeà vaø ñi vaù
noù. Böôùc 7 - laø böôùc khoù tuy
nhieân neáu khoâng laøm ñeán
nôi thì gaây raát nhieàu laõng
phí khi maø ñeå cho caùc vaán
ñeà khoâng ñöôïc phoøng ngöøa
vaø noù seû quay trôû laïi sôùm.
Muoán thöïc hieän toát 8D
caùc nhoùm giaûi quyeát vaàn ñeà
caàn trang bò caùc kyõ naêng:
nhö kyõ naêng laøm vieäc nhoùm,
phöông phaùp brantorming,
caùch hoûi 5Why, 5W2H, bieát
aùp duïng SPC vaø bieåu ñoà
xöông caù...
Muoán duy trì 8D caàn
coù quy cheá hoaït ñoäng vaø
höôùng daãn roõ raøng trong toå
chöùc, khi naøo, vaán ñeà naøo
thì aùp duïng 8D...
Caùc baùo caùo 8D phaûi
ñöôïc ban laõnh ñaïo xem xeùt
vaø khuyeán khích aùp duïng,
luoân coå vuõ nhoùm 8D
Caùc haønh ñoäng khaéc
phuïc phaûi ñöôïc trieät ñeå trieån
khai aùp duïng
Ví duï nhö: 4D ñaàu töø D0
tôùi D4 phaûi ñöôïc keát thuùc
trong 24 giôø, vaø 1 nhoùm 8D
phaûi keát thuùc trong 1 tuaàn
laøm vieäc töø khi coù vaán ñeà
phaùt sinh.
Phaïm Thanh Dieäu
[1]. Quaûn lyù tri thöùc khaù toán keùm. [2]. Vieäc quaûn lyù tri thöùc hieäu quaû ñoøi
hoûi nhöõng giaûi phaùp keát hôïp giöõa con ngöôøi vaø coâng ngheä. [3]. Quaûn
lyù tri thöùc mang tính chính trò cao. [4]. Quaûn lyù tri thöùc ñoøi hoûi phaûi coù
nhöõng nhaø quaûn lyù tri thöùc. [5]. Quaûn lyù tri thöùc seõ coù hieäu quaû hôn neáu
ñöôïc xuaát phaùt töø ñònh höôùng hôn laø moâ hình aùp duïng, töø ñònh höôùng thò
tröôøng hôn laø nhöõng meänh leänh cöùng nhaéc. [6]. Chia seû vaø söû duïng tri
thöùc khoâng phaûi laø nhöõng haønh ñoäng mang tính baûn naêng.
[7]. Quaûn lyù tri thöùc coù nghóa laø caûi tieán caùc quaù trình laøm vieäc
coù lieân quan tôùi tri thöùc. [8]. Khaû naêng tieáp caän tri thöùc môùi
chæ laø ñieåm baét ñaàu. [9]. Quaù trình quaûn lyù tri thöùc laø moät quaù
trình lieân tuïc, khoâng coù ñieåm keát thuùc. [10]. Quaûn lyù tri thöùc
ñoøi hoûi phaûi coù nhöõng hôïp ñoàng tri thöùc.
Nguyeân taéc
quaûn lyù tri thöùc10 Giaùo sö Thomas H. Davenport, giaùm ñoác
Chöông trình Quaûn lyù Thoâng tin taïi Ñaïi hoïc
Texas davenport@mail.utexas.edu
Pillars of TPM (Tieáp theo trang 12)
Các Bài về TPM có sử dụng
thông tin của:
http://www.strategosinc.com
Bản tin xin chân thành cám ơn
20. QUAÛN LYÙ TRI THÖÙC
18
Caùch ñaây maáy naêm, Baùo Tuoåi
Treû coù phoûng vaán Tieán só Nguyeãn
Höõu Thieän, luùc ñoù ñöông chöùc
Toång cuïc tröôûng Toång cuïc Tieâu
chuaån Ño löôøng Chaát löôïng, veà
Quaûn lyù Tri thöùc, nhaân Dieãn ñaøn
Naêng Suaát Chaát Löôïng laàn thöù 6
(2001). Baûn tin LLS xin ñaêng laïi ñeå
Baïn ñoïc tham khaûo.
* Hoûi: Vì sao phaûi ñaët vaán ñeà
Quaûn lyù tri thöùc ñoái vôùi Doanh
nghieäp? Xin cho moät soá thoâng tin
veà quaûn lyù tri thöùc ôû caùc nöôùc, nhaát
laø caùc nöôùc trong khu vöïc. Xin neâu
moät soá khaùi nieäm veà vai troø CKO?
- Traû lôøi: Thöïc ra thì cuõng
khoâng neân noùi laø phaûi ñaët vaán ñeà
quaûn lyù tri thöùc (QLTT) trong luùc
naøy. Taïi Dieãn
ñ a ø n N a ê n g
suaát Chaát
lôïng laàn thöù
6 toå chöùc taïi
Thaønh phoá Hoà
Chí Minh naêm
2001, taùc giaû
coù giôùi thieäu
veà QLTT nhö
moät ñeà taøi môùi nhaèm gôïi yù ñeå môøi
caùc chuyeân gia vaø baùo caùo vieân
trình baøy veà lónh vöïc coøn khaù môùi
meû naøy.
Giöõa naêm 2001, Ban Chaáp
haønh Toå chöùc Naêng suaát Chaâu
AÙ (APO) trong phieân hoïp haøng
naêm, ñaõ quyeát ñònh ñöa QLTT
thaønh moät lónh vöïc quan taâm ñaëc
bieät cuûa APO. Tröôùc nay APO
hoaït ñoäng treân 6 lónh vöïc chính,
ñoù laø: Doanh nghieäp vöøa vaø nhoû
(SME), Naêng suaát xanh (GP),
Phaùt trieån coäng ñoàng (ICD), Coâng
ngheä thoâng tin (IT), Quaûn lyù chaát
löôïng toaøn dieän (TQM) vaø phaùt
trieån caùc Toå chöùc naêng suaát quoác
gia (NPO). APO ñaõ thay theá IT vaø
TQM baèng QLTT, hay chính xaùc
hôn laø loàng gheùp IT vaø TQM vaøo
Quaûn lyù tri thöùc.
Noùi chung quaûn lyù tri thöùc töông
ñoái môùi. Ví duï naêm 1994 ngöôøi ta
môùi gom nhaët ñöôïc 10 quyeån saùch
noùi veà QLTT vaø ñeán naêm 1999,
Coâng ty kinh doanh saùch lôùn nhaát
theá giôùi Amazon.com cuõng chæ giôùi
thieäu ñôïc caû thaûy 334 ñaàu saùch.
Taïi Hoa Kyø, coù nhieàu giaùo sö ñaïi
hoïc vaø caùc haõng kinh doanh lôùn
nhö Microsoft, IBM,... nghieân cöùu
vaø öùng duïng QLTT. Daàn daàn cuõng
coù moät soá coâng ty khaùc ôû chaâu A
noi theo. Ngaøy nay tuy coøn môùi,
nhöng ôû Nhaät hay Singapore QLTT
ñaõ laø chuyeän thöôøng ngaøy.
Ñöông nhieân muoán nghieân cöùu
vaø aùp duïng QLTT thì phaûi coù ngöôøi
laøm vieäc naøy. Ví nhö ñieàu haønh
moät toå chöùc thì coù ngöôøi ñöùng ñaàu
cuûa toå chöùc ñoù, coøn goïi laø CEO,
vieát taét töø Chief Executive Officer;
gaàn ñaây, Vieät Nam ñaõ quan taâm
vaø ñöa ra, nhö caùc nôùc ñaõ laøm,
chöùc danh môùi laø CIO, töø Chief
Information Officer; coøn ñeå trieån
khai QLTT thì ngöôøi ta laäp ra chöùc
danh CKO, töø Chief Knowledge
Officer. Ngöôøi ta toùm lôïc 3 nhieäm
vuï haøng ñaàu cuûa moät CKO laø
taïo laäp ra moät cô sôû haï taàng veà
QLTT, xaây döïng neàn vaên hoùa tri
thöùc trong moät toå chöùc vaø cuoái
cuøng laøm cho QLTT trôû thaønh moät
nguoàn lôïi cho toå chöùc, toå chöùc coù
theå hieåu laø moät doanh nghieäp.
Moät soá taùc giaû coù cho raèng nay
ñaõ chuyeån sang thôøi ñaïi tri thöùc,
tieáp theo thôøi ñaïi thoâng tin. Ñieàu
naøy cuõng khoâng coù gì maâu thuaãn,
vì noùi nhö vaäy khoâng coù nghóa laø
thôøi ñaïi thoâng tin ñaõ keát thuùc (ví
nh noùi thôøi ñaïi thoâng tin ñaõ tieáp
noái thôøi ñaïi coâng nghieäp, khoâng
coù nghóa laø ngaøy nay khoâng coøn
phaùt trieån coâng nghieäp). Coù theå noùi
trong thôøi ñaïi tri thöùc thì söï ñoùng
goùp cuûa tri thöùc vaø moät saûn phaåm
hay dòch vuï seõ chieám phaàn lôùn.
Vaø cô sôû quan troïng ñeå aùp duïng
QLTT laø coâng ngheä thoâng tin. Vai
troø cuûa khoa hoïc xaõ hoäi cuõng ñöôïc
nhaán maïnh.
* Hoûi: Tröôùc ñaây ngöôøi ta cuõng
ñoù ñeà caäp ñeán nguoàn löïc chaát xaùm
trong moãi doanh nghieäp. Quaûn lyù tri
thöùc ñöôïc noùi ôû ñaây coù phaûi laø quaûn
lyù nguoàn löïc chaát xaùm naøy? Xin
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Quaûn lyù tri thöùc: Knowledge Management (KM)
Tieán só Nguyeãn Höõu Thieän
22. 20
QUAÛN LYÙ TRI THÖÙC
Cách đây hơn một thập niên, vào
giữa nhưng năm 1990, các nước
tiên tiến đã quan tâm đến Quản lý
tri thức: Knowledge Management
(KM). Trên nhiều diễn đàn, các khái
niềm về KM được bàn đến. Bản
tin xin trích đăng để Bạn đọc tham
nghiên cứu. Tổng hợp từ http://
www.km-forum.org/what_is.htm.
In This portion of the Knowledge
Management Forum a summaries
of various descriptions of knowledge
management are provided .Authors
have been encouraged to include
links to more complete remarks or
to referenced works.
From the introduction to “An
Open Discussion of Knowledge
Management”, Brian (Bo)
Newman:
Knowledge Management is the
collection of processes that govern
the creation, dissemination, and
utilization of knowledge. In one form
or another, knowledge management
has been around for a very long
time. Practitioners have included
philosophers, priests, teachers,
politicians, scribes, Liberians, etc.
So if Knowledge Management is
such an ageless and broad topic
what role does it serve in today’s
Information Age? These processes
exist whether we acknowledge them
or not and they have a profound
effect on the decisions we make
and the actions we take, both of
which are enabled by knowledge of
some type. If this is the case, and
we agree that many of our decisions
and actions have profound and
long lasting effects, it makes sense
to recognize and understand the
processes that effect or actions and
decision and, where possible, take
steps to improve the quality these
processes and in turn improve the
qualityofthoseactionsanddecisions
for which we are responsible?
Knowledge management is not a,
“a technology thing” or a, “computer
thing” If we accept the premise
that knowledge management is
concerned with the entire process of
discoveryandcreationofknowledge,
dissemination of knowledge , and
the utilization of knowledge then we
are strongly driven to accept that
knowledge management is much
more than a “technology thing” and
that elements of it exist in each of
our jobs.
Dr. Arthur J. Murray provides
the following Knowledge
Management Argot:
• Argot: The vocabulary used
by a particular group, usually an
underworld group.
• Corporate Knowledge: The
collective body of experience and
understanding of an organization's
processes for managing both
planned and unplanned situations.
• C o r p o r a t e K n o w l e d g e
Management: The process whereby
knowledge seekers are linked with
knowledge sources, and knowledge
is transferred.
• Corporate Knowledge Server:
• Epistemology: The study of
the nature and foundations of
knowledge.
• Etymology: The study of the
history of change of a linguistic
expression.
• Knowledge: A set of models
describing various properties and
behaviors within a domain.
• Morphology: The study of patterns
and structure of word formations in
language.
•Ontology:Thestudyofrelationships
that give rise to meaning of
expressions.
• Taxonomy: A framework for the
classification and arrangement of
objects (used to build a classification
hierarchy).
Thomas Bertels provides the
following definition of Knowledge
Management:
Knowledge management is the
management of the organization
towards the continuous renewal
of the organizational knowledge
base - this means e.g. creation of
supportive organizational structures,
facilitation of organizational
members, putting IT-instruments
with emphasis on teamwork and
diffusion of knowledge (as e.g.
groupware) into place. As I am a
very practical person I am focussed
rather more on the practical aspects,
how we can improve the reality.
Maarten Sierhuis provides the
following definition of Knowledge
Management and supporting
concepts:
Knowledge Management (KM):
This is, as the word implies, the
ability to manage “knowledge”.
We are all familiar with the term
Information Management. This term
came about when people realized
that information is a resource that
can and needs to be managed
to be useful in an organization.
From this, the ideas of Information
Analysis and Information Planning
What Is Knowledge Management
23. 21
came about. Organizations are now
starting to look at “knowledge” as a
resource as well. This means that
we need ways for managing the
knowledge in an organization. We
can use techniques and methods
that were developed as part of
Knowledge Technology to analyze
the knowledge sources in an
organization.Usingthesetechniques
we can perform KnowledgeAnalysis
and Knowledge Planning.
Knowledge Analysis (KA): In
Knowledge Analysis we model a
knowledge source in such a way that
we can analyze its usefulness, its
weaknesses and its appropriateness
within the organization. Knowledge
Analysis is a necessary step for
the ability to manage knowledge.
Within Knowledge Analysis we
can use knowledge modeling and
knowledge acquisition techniques.
Knowledge Planning (KP): When
an organization has a grip on its
knowledge (i.e. has performed
Knowledge Analysis), it will be able
to plan for the future.An organization
will now be able to develop a multi-
year knowledge plan that defines
how the organization will develop
its knowledge resources, either
by training its human agents, or
by developing knowledge-based
systems to support the human
agents, or by other means that
allow the organization to stay
competitive.
Knowledge Technology (KT): This
is, as the word already implies,
the (application of) techniques
and methods from the field of AI,
or to be more specific, the field
of knowledge-based systems. KT
has been around for quite some
time, and most people know about
the application of KT in the form
of expert systems, and decision
support systems. Techniques and
methods to design these kind of
systems are well known; The best
known methodology for building
knowledge-based systems is
CommonKADS (formerly known
as KADS).
Computer Supported Work Systems
(CSWS): This is a formal and
informal (human) activity system,
within an organization where the
(human) agents are supported by
computer systems. The application
of Knowledge Technology is very
helpful in such work systems,
although definitely *not* the only
important factor in the analysis and
design, nor in the effectiveness of
the activity system.
Denham Grey offers the following
views on knowledge and
knowledge management:
What is knowledge? Knowledge
is the full utilization of information
and data, coupled with the potential
of people’s skills, competencies,
ideas, intuitions, commitments and
motivations.
In today’s economy, knowledge is
people, money, leverage, learning,
flexibility, power, and competitive
advantage. Knowledge is more
relevant to sustained business than
capital, labor or land. Nevertheless,
it remains the most neglected
asset. It is more than justified
true belief and is essential for
action, performance and adaption.
Knowledge provides the ability to
respond to novel situations.
Aholistic view considers knowledge
to be present in ideas, judgments,
talents, root causes, relationships,
perspectives and concepts.
Knowledge is stored in the individual
brain or encoded in organizational
processes, documents, products,
services, facilities and systems.
Knowledge is the basis for, and
the driver of, our post-industrial
economy. Knowledge is the result
of learning which provides the only
sustainable competitive advantage.
Knowledge is the next paradigm
shift in computing following
data processing 1945-1965 and
information management 1966-
1995. Knowledge is action, focused
innovation, pooled expertise,
special relationships and alliances.
Knowledge is value-added behavior
and activities. For knowledge to be
of value it must be focused, current,
tested and shared.
What is Knowledge Management?
Knowledge management is an audit
of “intellectual assets” that highlights
unique sources, critical functions
and potential bottlenecks which
hinder knowledge flows to the point
of use. It protects intellectual assets
from decay, seeks opportunities
to enhance decisions, services
and products through adding
intelligence, increasing value and
providing flexibility.
K n o w l e d g e m a n a g e m e n t
complements and enhances other
organizational initiatives such as
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