kScan Knowledge
Management
Assessment
Theoretical Model and Experiences of
application in SMEs



Erich Hartlieb, Josef Tu...
Content

 § Introduction
 § The kScan® Tool
 § Results and Experiences
 § Categorization of SMEs from an KM-Point of View
...
Challenge „Knowledge Work Management“

   “The crucial question in knowledge worker productivity
     is: What is the task...
Why Knowledge Management
 Assessment?

 § You should know where to start!

                                 Pilot Project ...
Project Overview


                                                E.o.E.
                                                ...
The kScan Domains

                 1     Environment
                       Umfeld


                                    ...
Application of kScan

 § Definition of the range of the assessment
        § e.g.: a single department or the whole enterp...
Excerpt from an Assessment Result

                                                                                       ...
Common Lacks observed in 25 SMEs
 § Environment
        § Little use of methods and instruments when collecting external k...
Pilot Project (Example 1)
                                  Wertschöpfungsprozesse bei Dr.KRAUS                           ...
Pilot Project (Example 2)
1. Identification & Sensitization                        2. Analysis




             3. Summary...
Categorisation of SMEs from an
 Knowledge Point of View
§ Dynamic growing enterprises with flat hierarchies
       § Flexi...
Conclusions

 § SMEs need Knowledge Management!
        § Knowledge concentrated on few persons
        § Little degree of...
„Imagination is more important
                                 than knowledge.“
                                        A...
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Knowledge Management Assessment with the K - Scan

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Knowledge Management Assessment with the K - Scan

  1. 1. kScan Knowledge Management Assessment Theoretical Model and Experiences of application in SMEs Erich Hartlieb, Josef Tuppinger, Karl Ritsch, Reinhard Willfort 2006-06-13
  2. 2. Content § Introduction § The kScan® Tool § Results and Experiences § Categorization of SMEs from an KM-Point of View § Conclusions © 2006 ISN 2
  3. 3. Challenge „Knowledge Work Management“ “The crucial question in knowledge worker productivity is: What is the task? In manual work, the key question is always: How should the work be done? In manual work, the task is always given. Again, in knowledge work the key question is: What is the task? One reason for this is that knowledge work, unlike manual work, does not program the worker.” (Peter Drucker, 2000) © 2006 ISN 3
  4. 4. Why Knowledge Management Assessment? § You should know where to start! Pilot Project § Find Solutions § Follow on projects § Implementation § Diffusion Institutio - Design nalisation § Tasks § Knowledge content Analysis Evaluation § Strategy § Set goals § Assessment § Impetus § Kick off § Steering Motivation Information Hartlieb, E.; Ritsch, K.; Tuppinger, J.; Willfort, R. u.a.: An Illustrated Guide to Knowledge Management, Graz 2003 © 2006 ISN 4
  5. 5. Project Overview E.o.E. E.o.E. E.o.E. E.o.E. • 2 days • 1-2 employees/SME 01/2006 12/2006 Trainings Trainings Project Project End of End of Pilot Projects Pilot Projects Planning Planning Assessments Project Project Assessments • Project Mgmt. by the enterprise • 1 day • Project team • 3-5 employees/SME • 3-5 Workshops § 2004/2005: 10 SMEs § 2006: 15 SMEs © 2006 ISN 5
  6. 6. The kScan Domains 1 Environment Umfeld 2 Organisation Knowledge Level Wissensebene 3 Application/Learning Anwenden/Lernen Customer Kunde Kunde Kunde Customer Action Level Handlungsebene Business process Wertschöpfungsprozess 4 Documentation/Information Dokumentation/Information Data Level Datenebene 5 Hartlieb, E.; Ritsch, K.; Tuppinger, J.; Willfort, R. u.a.:Praxishandbuch Wissensmanagement Teil 3 – Wissen erfolgreich nutzen – jetzt und in der Zukunft, Graz 2005 © 2006 ISN 6
  7. 7. Application of kScan § Definition of the range of the assessment § e.g.: a single department or the whole enterprise? § Setup of an assessment team § People who are able to provide information according to the five domains § Execution of partly standardized interviews § Seven „questions“ for each domain § Actual situation and target state § Qualitative aspects § Evaluation and preparation of the data raised § Visualisation and interpretation § Presentation of the assessment results and definition of further measures © 2006 ISN 7
  8. 8. Excerpt from an Assessment Result Environment 4 n Target State n Actual State 3 Data level Data Level 2 Organisation Actual Target Stimme Stimme 1 nicht zu voll zu In unserem Unternehmen erfolgt die Wissensweitergabe hauptsächlich in elektronischer Form (File- IST Server, Datenbanken) und/oder auf Papier (Ordner, Handbuch). SOLL Stimme Stimme nicht zu voll zu Das von anderen Mitarbeitern in Dokumenten und Datenbanken abgelegte Wissen ist immer verständlich, IST nachvollziehbar und für die eigene Arbeit sehr gut brauchbar. SOLL Stimme nicht zu Stimme voll zu Action Level Knowledge Level Die "technischen" Wissensquellen (File-Server, Datenbanken bzw. Ordner, Handbücher) sind klar IST strukturiert und übersichtlich. SOLL Actual Target Delta Stimme Stimme Environment Soll 2,3 Ist 3,4 1,1 nicht zu voll zu Die EDV-Systeme und Datenbanken sind benutzerfreundlich (einfach, rasch) gestaltet und immer auf IST Organisation 2,4 3,3 0,9 akuellem Stand. SOLL Knowledge Level 2,7 3,4 0,7 Stimme Stimme Action Level 2,3 3,5 1,2 nicht zu voll zu Data Level 2,3 3,5 1,2 © 2006 ISN 8
  9. 9. Common Lacks observed in 25 SMEs § Environment § Little use of methods and instruments when collecting external knowledge § Poor preparation and transfer of external knowledge § Improvable integration of external experts § Organisation § Little degree of formalisation (e.g. coaching, mentoring) § Knowledge Level § Poor documentation and transfer of knowledge created during execution of processes § Desire of formalizing knowledge transfer § Action Level § Hardly redundancies § Little documentation and transfer of experience for future projects § Data Level § Long seek times and old data due to a lack of standards regarding documentation structures and documentation processes. © 2006 ISN 9
  10. 10. Pilot Project (Example 1) Wertschöpfungsprozesse bei Dr.KRAUS Rev. 0.1 Datum: 20.5.2005 ? K J DM DM DM Kunde Anfrage Zufriedener Kunde Erstellung Marketing Marketing Material Wertschöpfungs- Kundenpflege Aussendienst Angebot prozesse: Auftrag Prozess: Innendienst Angebot - Auftrags Handel bestätigung Rchn. Hauptprozess - Innendienst Ablauf Fakturierung Produktion Ware Handelsgeschäft Konstruktion Fertigung Information Montage Wertschöpfungsprozesse bei Dr.KRAUS Rev. 0.1 Datum: 20.5.2005 ? Einkauf K Handelsware beim Vorlieferant bestellen J DM DM DM Kunde Anfrage Abstimmung mit dem Kunden Zufriedener Kunde Logistik - Lager bei (Fertigung / Handel) Lager Handelsware Lagerprodukt Erstellung Marketing Marketing Logistik - Material Organsiation Transport und Abstimmung mit dem Kunden Transport Auslieferung Wertschöpfungs- Abstimmung mit dem Aussendienst Kundenpflege Aussendienst prozesse: Rechnungs- Angebot wesen Prozess: Innendienst Handel EDV Abstimmung mit dem Innendienst Rchn. Hauptprozess - Auftrag Innendienst Angebot - nicht Produktionprojekt Auftrags Normteile Fakturierung Produktion bestätigung anfragen Ware Produktion Externe Lieferanten (nicht Normteile) Zeit Konstruktion Konstruktion Fertigung Fertigung Montage Einkauf Fertigungslager Logistik - Lager (Fertigung / Handel) Logistik - Organsiation Transport und Transport Auslieferung Rechnungs- wesen EDV Externe Lieferanten (nicht Normteile) Zeit Source: Fa. Kraus © 2006 ISN 10
  11. 11. Pilot Project (Example 2) 1. Identification & Sensitization 2. Analysis 3. Summary (Table of Experts) Name of Knowledge Repre- Relevant Storage Expert Domain sentative Documents Source: Fa. Konrad © 2006 ISN 11
  12. 12. Categorisation of SMEs from an Knowledge Point of View § Dynamic growing enterprises with flat hierarchies § Flexible, dynamic, innovative § Knowledge is focused on a couple of experts § First KM-activities: stabilisation of processes and structures § Production-oriented traditional enterprises with industrial structures § Traditions, strong hierarchies, less dynamic § Focus of KM mainly on knowledge transfer within the enterprise and across company boundaries § Family companies with authoritarian leadership § Originally often started as a small crafts enterprise § Founder often only plays a minor role since a considerable amount of shares was bought by an investor or a big company § Typical Problems relating KM: knowledge loss due to fluctuation © 2006 ISN 12
  13. 13. Conclusions § SMEs need Knowledge Management! § Knowledge concentrated on few persons § Little degree of formalisation § Little capacity of key employees § kScan is very useful to determine the current state of an organisation regarding Knowledge Management § Whether it is called Knowledge Management or not § kScan is a first step towards organisational development § The questions asked give the people involved first hints how to improve the performance of the organisation © 2006 ISN 13
  14. 14. „Imagination is more important than knowledge.“ Albert Einstein, 1879 - 1955 Dr. Karl Ritsch isn - innovation service network d.o.o. ISN - Innovation Service Network GmbH Zg. Hajdina 159, SI-2250 Ptuj Hugo-Wolf-Gasse 6a, A-8010 Graz +386 2 781 5461 Karl.ritsch@innovation.at pisarna@isn.si www.isn.si +43.316.919229-0 www.innovation.at © 2006 ISN 14

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