1. The document discusses key issues in implementing knowledge management in the automobile industry, including strategic issues, implementation issues, technological issues, and benchmarking issues. 2. It provides examples of how knowledge management is used in automotive industries, such as supplier knowledge sharing, supplier integration in production, and supplier involvement in product design. 3. An assembly operation sequence knowledge management tool is described that provides assembly workers access to an engine assembly database to reduce cycle times and save costs by scrapping unwanted supplies.

1. 1st INTERNAL ASSESSMENT
KNOWLEDGE MANAGEMENT
TOPIC: KNOWLEDGE MANAGEMENT
IN AN AUTOMOBILE INDUSTRY
Submitted by: Tanmay Bhagwat
Roll number:D-56
PRN: 15020441288

2. Conceptual Steps Identified for KM
implementation in Automotive Industry
Strategic Issue
Implementation
Issue
Technological
Issue
Benchmarking
Issue

3. Points under key Issue
Strategic Issue
• Competitive
priorities
• Priorities of
strategies for
implementing KM
• Justification of
investment for
KM
Implementation
Issue
• Key KM problems
• Technology of KM
• Human abilities
relevant to KM
• KM enablers
• culture
Technological
Issue
• Involvement
management in
use IT
• Technology used
for knowledge
sharing
Benchmarking
issue
• Measures
used for
tracking KM
practices
• Types of KM
benchmarking
approaches

4. Implementation of KM in Automotive
Industries
Supplier knowledge sharing
Supplier Integration to production
Supplier involvement in product design
• Product
performance
• Business
Financial
performance
Technological
Dynamism

5. Assembly Operation Sequence
KM
Tool
Access
engine
assembly
database
Integration of
suppliers
with the
database
Real time
procurement
monitoring
Calculation of
engine
assembly
time

6. Assembly Operation Sequence
• Minute changes made to sequence of engine
assembly to reduce cycle time
• If the engine is modified, list of materials which
are not required are scrapped from the database
• Database is the knowledge base and the modified
report act as the knowledge objects for the
assembly line workers
• Scrapping of unwanted supplies saves
considerable amount of money in terms of cost
per unit produced

7. Conclusions
• Knowledge management uses the resources more efficiently and so that it
is innovative and perform better.
• Knowledge sharing through face-to-face communication is positively
related to both product and financial performance, while the
technological knowledge sharing has a positive impact on product
performance
• Supplier involvement in the production process is related to product
performance, and use of knowledge management tools is related to
financial performance.