This document discusses knowledge management (KM). It defines KM as efforts to increase useful knowledge within an organization, such as by encouraging communication and knowledge sharing. The document outlines different types of knowledge, KM processes, tools and technologies used by Ford, advantages of KM, and barriers to effective KM like lack of top management commitment, technological infrastructure, and organizational culture that supports knowledge sharing. It presents an interpretive structural modeling analysis of the relationships between various KM barriers.

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. 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. Evolution of KM
Program Evaluation and Review Technique(PERT)
Centralization and Decentralization
The Experience Curve
Corporate Culture
The learning Organization
Knowledge Management

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. 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. KM Pyramid
Less is
more
Wisdom
Knowledge
Information
Facts
Volume
Completeness
Objectivity
Value
Structure
Subjectivity

7. KM Life cycle
• Sharing
• Capturing
• Accessing
• Converting
Map
Capture
Organize
Transfer
Utilize
• Map knowledge asset
• Priorities
• Plan
Mapping tool

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. 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. KM processes at ford

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. 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. 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. 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. Structural self-interaction matrix

16. Initial reachability matrix

17. Levels of KM barriers

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