Proceedings of the 8th International Conference on Intellectual ...

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Marko Anzelak et al. structure-view. The meta data can be categorised in two areas − specific to a drawing or related to a category. Each drawing is assigned to a category, which means that <strong>the</strong> category-related meta data are automatically included. Category-related meta data primarily include <strong>the</strong> associated categoryspecific documents. The ideas and experiences <strong>of</strong> <strong>the</strong> design engineer can be stored directly with <strong>the</strong> drawing-specific meta data. If <strong>the</strong>se data also apply to o<strong>the</strong>r drawings, <strong>the</strong>y can be transformed into category-related data. We should point out that this requires an additional investment <strong>of</strong> time. Though <strong>the</strong>re is no immediate benefit to justify this effort, in <strong>the</strong> long term it does save a greater amount <strong>of</strong> time. Generally speaking, <strong>the</strong> time required for <strong>the</strong> entry <strong>of</strong> meta data is a common concern, and any improvement <strong>of</strong>fered to <strong>the</strong> performance <strong>of</strong> this task is <strong>of</strong> great value. For this reason, phase 2 <strong>of</strong> <strong>the</strong> project focuses precisely on this issue. Figure 4: Metadata model In phase 2 it is intended to establish an interface to <strong>the</strong> drawing files, which is able to extract a variety <strong>of</strong> data from <strong>the</strong> drawings and can thus automatically pre-fill <strong>the</strong> data from phase 1. Fur<strong>the</strong>rmore, an algorithm will be developed, which will suggest a part category based on <strong>the</strong> content <strong>of</strong> <strong>the</strong> drawings. In order to be able to meet all <strong>the</strong> requirements <strong>of</strong> technical draughtsmen, an evaluation survey was carried out to record <strong>the</strong>ir specific needs. 3. Requirement analysis <strong>of</strong> technical designs Within <strong>the</strong> scope <strong>of</strong> <strong>the</strong> requirement analysis, a study was carried out involving more than 30 design engineers. The objective <strong>of</strong> <strong>the</strong> survey was to establish whe<strong>the</strong>r <strong>the</strong> requirements <strong>of</strong> different designers are similar, and whe<strong>the</strong>r it is possible to define requirement categories. The core results <strong>of</strong> this survey are stated below: 99% <strong>of</strong> <strong>the</strong> designers use AutoCad as <strong>the</strong>ir design programme 82% <strong>of</strong> those surveyed spend 80 - 100% <strong>of</strong> <strong>the</strong>ir time designing Only 25% <strong>of</strong> <strong>the</strong> organisations use a drawing management system 47% use old drawings for new designs 22% also use drawings created by colleagues as templates 50% spend 20 to 40 minutes on <strong>the</strong>ir search for templates every day and 50% devote 40 to 60 minutes to this task 100% <strong>of</strong> <strong>the</strong> designers need additional documents in order to create <strong>the</strong> drawing In <strong>the</strong> case <strong>of</strong> queries or difficulties, 12% turn to colleagues for assistance, 17% find answers in meetings and 71% carry out an independent search 46
Marko Anzelak et al. 72% recognise <strong>the</strong> benefits <strong>of</strong> simply using a commercially available drawing management system. These results produced <strong>the</strong> following key questions: Which drawings exist? A design engineer knows his or her own drawings, but may only know a few <strong>of</strong> those created by colleagues. If an organisation is subdivided into design groups, <strong>the</strong> same also applies to <strong>the</strong> group level, though <strong>the</strong>re is less knowledge <strong>of</strong> drawings outside <strong>the</strong> group than is <strong>the</strong> case for individuals − this is because queries and issues can be resolved within <strong>the</strong> group. To gain an overview <strong>of</strong> all <strong>the</strong> drawings within one organisation, appropriate search options must be available, as <strong>the</strong>re is not sufficient time to manually search through all <strong>the</strong> drawings. Therefore, <strong>the</strong> option to search for a drawing by keyword or by defined pattern must be made available. How do I find a solution to an issue I have with a drawing? A design <strong>of</strong>ten gives rise to similar questions about <strong>the</strong> best way to solve a problem. In many cases it is only possible to assess <strong>the</strong> best possible solution to a problem in retrospect, once a prototype has been constructed based on <strong>the</strong> drawing. The problems can also be similar across different departments, even if <strong>the</strong> departments’ work focuses on entirely different areas. Never<strong>the</strong>less, <strong>the</strong> design for a rotating mechanism, for example, will still be similar. The design engineer entrusted with <strong>the</strong> task <strong>of</strong> designing a rotating mechanism now has to consider which drawings include this kind <strong>of</strong> element. A rotating mechanism consists <strong>of</strong> several elements, and is <strong>the</strong>refore not considered as a single part, but as a component group. A component group is usually viewed as physically linked components, and only rarely represents a number <strong>of</strong> logically linked components. Consequently, <strong>the</strong> content <strong>of</strong> <strong>the</strong> drawing must be described in a certain way in order to facilitate a corresponding search. What is <strong>the</strong> most efficient way to design a new drawing? No one wishes to reinvent <strong>the</strong> wheel, especially when an appropriate solution already exists. The fastest route leads via existing drawings and <strong>the</strong>ir underlying design ideas. Unfortunately, <strong>the</strong>se can hardly ever be deduced from <strong>the</strong> title <strong>of</strong> <strong>the</strong> drawing. In order to be able to search using <strong>the</strong>se criteria, this information must somehow be stored toge<strong>the</strong>r with <strong>the</strong> drawing. Attaching keywords to <strong>the</strong> function or purpose <strong>of</strong> a drawing can be done in a structured manner, however a design idea can surely only be formulated in free text. This type <strong>of</strong> text is problematic for search functions, and would have to be supported with a semantic search function. Which types <strong>of</strong> documentation are relevant for my drawing? There are production rules, operational rules, procedural instructions and fur<strong>the</strong>r guidelines. Which documents are relevant for <strong>the</strong> new drawing? Have <strong>the</strong> guidelines changed, and is my knowledge up to date? Who else has encountered a similar problem and managed to find a solution? There are usually several ways to solve a problem. In order to avoid having to try every single option, it would be helpful if one could ask someone who has solved this type <strong>of</strong> problem in <strong>the</strong> past. This leads to <strong>the</strong> question <strong>of</strong> how to find such a person. It is virtually impossible that a person will provide a comprehensive description <strong>of</strong> all his or her knowledge, so that this information can be searched for. It should be easier to find a way using <strong>the</strong> created drawings. The designer <strong>of</strong> a new drawing is required to expend more effort in describing <strong>the</strong> drawing, but <strong>the</strong> overall time consumption will be lower. Using this as a starting point, we defined relevant objectives and divided <strong>the</strong> implementation into two phases. 4. Design engineers objectives The main objective <strong>of</strong> <strong>the</strong> construction element database is to support <strong>the</strong> design engineers in <strong>the</strong>ir daily work. This is achieved, firstly, by ensuring that <strong>the</strong> knowledge about existing drawings increases and secondly, by improving <strong>the</strong> quality <strong>of</strong> <strong>the</strong> information about <strong>the</strong> drawings. Thirdly, <strong>the</strong> design <strong>of</strong> new drawings, which are based on existing drawings, will be accelerated, and fourthly, all required documents would be available at a glance. Finally, communication between <strong>the</strong> design engineers is facilitated. In order to meet <strong>the</strong>se objectives we decided to implement <strong>the</strong> construction element database with our own s<strong>of</strong>tware, as <strong>the</strong> ERP proved not to be flexible enough, its operation proved too complicated and <strong>the</strong> permission management may have prevented access. It is intended that <strong>the</strong> designer has one access point, from which he or she can quickly retrieve all information about <strong>the</strong> drawings as well as <strong>the</strong> drawings <strong>the</strong>mselves. 47
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Proceedings <stron
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Main
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Paper Title Author(s) Page No. Know
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Preface These proceedings represent
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TU Dortmund, Germany, ); Wing Bun L
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William Halal is Prof</stro
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Evgeny Blagov has obtained a specia
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Page 19 and 20: George Majdalany is a PhD candidate
Page 21 and 22: Joyce Nesamani Simson is a PhD cand
Page 23 and 24: Manpower Discipline Based on Knowle
Page 25 and 26: Peyman Akhavan et al. brains, knowl
Page 27 and 28: Peyman Akhavan et al. showed that o
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Page 31 and 32: Peyman Akhavan et al. sources for c
Page 33 and 34: Attitudes Towards Changes and Organ
Page 35 and 36: Ruth Alas et al. During the
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Page 41 and 42: Research was supported by ETF Grant
Page 43 and 44: Rivadávia Correa Drummond de Alvar
Page 51 and 52: 5. Conclusions Rivadávia Correa Dr
Page 55 and 56: Toward a Meta-Synthe</stron
Page 57 and 58: Xiaomi An et al 2.3 Reasons for dev
Page 59 and 60: Xiaomi An et al PTC works closely w
Page 61 and 62: Xiaomi An et al The first is an adm
Page 63 and 64: Xiaomi An et al policy reflections
Page 65 and 66: Figure 1: Transmission gear Marko A
Page 67: Marko Anzelak et al. knowledge basi
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Page 73 and 74: Gabriel Prananingrum Aryanindita an
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Page 87 and 88: Knowledge Management, Cultural Know
Page 89 and 90: Leonard Barnett and Edward Carter 2
Page 91 and 92: Leonard Barnett and Edward Carter p
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Page 95 and 96: Leonard Barnett and Edward Carter d
Page 97 and 98: Impact of Knowledg
Page 99 and 100: Bob Barrett shorter product life-cy
Page 101 and 102: Bob Barrett 6. Concept of</
Page 103 and 104: Bob Barrett Brown, J.S. and Duguid
Page 105 and 106: Aurilla Aurelie Bechina and Eli Hus
Page 113 and 114: Lorne Booker et al. Knowledge is us
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4. Implications Lorne Booker et al.
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Strategic Thinking Dimensions in Em
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Constantin Bratianu et al. shows <s
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Constantin Bratianu et al. Academy
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Constantin Bratianu et al. cases wi
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Constantin Bratianu et al. Pinker,
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Delio Ignacio Castañeda and Sandra
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Quality in Teacher Education: A Sys
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Rajendra Chetty The mechanism <stro
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Academic leadership Rajendra Chetty
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Rajendra Chetty There must be a re-
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Developing Personal Knowledge Manag
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Thirathep Chonmait
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Thirathep Chonmait
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The Relationship Between Knowledge
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Samuel Kai Wah Chu et al. A knowled
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Samuel Kai Wah Chu et al. negative
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Samuel Kai Wah Chu et al. Questionn
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Samuel Kai Wah Chu et al. few done
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Value Creation Through Collaborativ
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Ridha Derrouiche et al. level for e
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Ridha Derrouiche et al. best, <stro
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Ridha Derrouiche et al. experience
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Ridha Derrouiche et al. Of course,
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Organizational Learning and Transfo
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Irra Chrisyanti Dewi was carried ou
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Irra Chrisyanti Dewi Table 2: Valid
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Irra Chrisyanti Dewi Library is exp
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Knowledge Acquisition and Sharing:
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Ikechukwu Diugwu articulated and st
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Ikechukwu Diugwu establishing setti
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Ikechukwu Diugwu Mentzer, J. T., Mi
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Eva Eckenhofer cou
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Eva Eckenhofer The
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Eva Eckenhofer The
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Eva Eckenhofer Bur
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1.2 Intellectual capital and innova
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3.2.2 Reliability Irene Y.H. Fan an
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Figure 4: latent variable coefficie
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Irene Y.H. Fan and Rongbin W.B. Lee
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Irene Y.H. Fan and Rongbin W.B. Lee
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2.1 Appropriation Ronny Gey From a
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Ronny Gey Table 1: Characterization
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Ronny Gey The developers feel that
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Ronny Gey A first limitation we wer
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Kenneth Grant part of</stro
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Kenneth Grant The diffusion was stu
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Kenneth Grant A detailed computer-s
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Kenneth Grant did not come to <stro
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Kenneth Grant of m
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Michel Grundstein although hundred
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Michel Grundstein Figure 1: DITEK p
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Michel Grundstein 4.1.1 Knowledge i
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Michel Grundstein share. However <s
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6. Conclusions and perspectives Mic
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Intellectual Property Valuation Dec
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Hezlin Harris et al. (Burrone and S
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Hezlin Harris et al. The need for s
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Acknowledgements Hezlin Harris et a
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Managing an Assessment Process <str
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Table 1: List of N
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Shaheed Hartley Table 3: OEQ respon
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Shaheed Hartley It is very difficul
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A Community Framework for Knowledge
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Igor Hawryszkiewycz between communi
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Figure 4: Modeling knowledge subsys
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Igor Hawryszkiewycz Prahalad, C.K.,
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Eli Hustad and Aurilla Aurelie Bech
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Does Knowledge Stickiness Affect a
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Nurul Indarti knowledge (Nelson and
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3. Research methods 3.1 Research in
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Coded knowledge Nurul Indarti The f
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Nurul Indarti Arrow, K. J. (1969).
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Organizational Learning in Pr<stron
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Brigita Janiunaite et al. learn and
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Brigita Janiunaite et al. given dif
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Brigita Janiunaite et al. empowered
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Brigita Janiunaite et al. A statist
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Brigita Janiunaite et al. learning
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Balancing the Ince
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Giedrius Jucevičius safeguard and
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Giedrius Jucevičius nature <strong
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Giedrius Jucevičius motivating fac
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Giedrius Jucevičius Ghosh, T. (200
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Palmira Juceviciene and Vyda Mozuri
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Robertas Jucevicius relations shoul
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Robertas Jucevicius do not know whe
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Robertas Jucevicius and innovation
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Robertas Jucevicius Lawton Smith, H
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Annukka Jyrämä et al. knowledge c
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Annukka Jyrämä et al. Respondents
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Annukka Jyrämä et al. various cit
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Annukka Jyrämä et al. example hea
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Managing Information Overload - Tea
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Harri Ketamo conceptual structure a
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Harri Ketamo limited to YouTube, Fl
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Harri Ketamo Figure 8: Visualizatio
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Farmers’ Knowledge Management in
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2.1 Farmer knowledge Le Nguyen Doan
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Le Nguyen Doan Khoi days needed for
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Le Nguyen Doan Khoi dosage. Moreove
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Le Nguyen Doan Khoi use homemade in
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Developing Human Capital through Ne
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Eric Kong organisation as individua
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Eric Kong As described by Tosey and
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Eric Kong Craft, A. (2001) "Neuro-l
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Sophie Le Bellu and Benoit Le Blanc
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Results Sophie Le Bellu and Benoit
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Pornpen Lertthasanawong and Nopasit
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2. Literature review Ya-Hui Ling 2.
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Ya-Hui Ling action of</stro
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Intellectual Capital Intellectual C
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Ya-Hui Ling Hitt, M.A., Hoskisson,
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Maksim Maksimovic et al paper prese
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Maksim Maksimovic et al 4. Lean kno
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Maksim Maksimovic et al of<
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Maurizio Massaro and Andrea Moro <s
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Maurizio Massaro and Andrea Moro Pr
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Maurizio Massaro and Andrea Moro hi
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Maurizio Massaro and Andrea Moro Si
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Helen Mitchell and Dennis Viehland
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Figure 1: KMS Framework for collabo
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Mohd Zali Mohd Nor et al. Ano<stron
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Mohd Zali Mohd Nor et al. Table 4:
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Mohd Zali Mohd Nor et al. KQ8 provi
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Maria Cristina Morariu economy and
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Table 1: Literature review summary
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Maria Cristina Morariu ATO = Turnov
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4.2 Correlation analysis Maria Cris
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4.3 Regression analysis Maria Crist
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Table 13: Regression analysis_M6 Mo
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The Arrival of <st
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Bertrand Pauget and Ahmed Dammak Mo
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Bertrand Pauget and Ahmed Dammak no
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Bertrand Pauget and Ahmed Dammak th
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Bertrand Pauget and Ahmed Dammak Sa
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Wannapa Pipattanawong et al. cannot
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Wannapa Pipattanawong et al. 3.2 Do
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Wannapa Pipattanawong et al. Moreov
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The Dark Side of S
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Siwarit Pongsakornrungsilp vans, ro
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Siwarit Pongsakornrungsilp Kreng Ja
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Siwarit Pongsakornrungsilp Lave, J.
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