Proceedings of the 12th European Conference on Knowledge ...

Similarity and Accuracy <strong>of</strong> Shared Mental Models and its
Impact on Process Stability in Steel Production: First
Results <strong>of</strong> a Knowledge Audit Methodology
Nina Groß 1 , Annette Kluge 1 , Gabriele vom Ende 2 , and Thomas Schneeberger 2
1
University Duisburg-Essen, Department Computer and Cognitive Sciences,
Organisation and Economic Psychology, Duisburg, Germany
2
Hüttenwerke Krupp Mannesmann, Department <strong>of</strong> Vocational Training,
Duisburg, Germany
nina.gross@uni-due.de
Abstract: Based on <strong>the</strong> assumption that a higher degree <strong>of</strong> similarity and accuracy <strong>of</strong> <strong>the</strong> four types <strong>of</strong> Shared
Mental Models (SMM) lead to more stable processes, a Knowledge Audit (KA) has been developed for
Hüttenwerke Krupp Mannesmann (HKM), a steel producing company in Duisburg, Germany, which is based on a
SMM measurement approach. This approach fits <strong>the</strong> HKM specific needs (e.g. rotating shift, decentralized shift
over) based on <strong>the</strong> assumption that SMM are regarded as essential elements to coordinate <strong>the</strong> adaptability <strong>of</strong>
work groups which allows <strong>the</strong>m to act purposefully and mindfully as a unit. In <strong>the</strong> present study, SMM are
selected to develop an innovative approach to measure within a KA what is assumed to improve team
performance which leads to a more stable (slap casting) process.
Keywords: Shared Mental Models; Knowledge Management; Experience Management; Stable Processes;
Measuring
1. Introduction
Organizational knowledge originates in working processes; it is embodied individually or is socially
bound in working communities (Brödner 2006). But knowledge and experience might get lost by
employees reaching <strong>the</strong> retirement .t age, by information flow gaps and by relevant intuitions about
processes and <strong>the</strong>ir sub-processes between work groups that remain unshared. Towards this
organizations need to identify recurring process errors early to increase <strong>the</strong> reaction rate and to
assure robust processes. Without continuous access to <strong>the</strong> experience and strategies <strong>of</strong> <strong>the</strong>
employees, <strong>the</strong> aims can hardly be realised. These challenges were also encountered by HKM, a
steel producing company in Duisburg, Germany. The model and study presented in this paper has
been developed in co-operation with HKM to serve <strong>the</strong> special needs <strong>of</strong> a production plant, in which
Knowledge and Experience Management needs to be applicable in everyday face-to-face
communication based teamwork. This paper provides a methodology which <strong>of</strong>fers a fundamentally
integration into <strong>the</strong> every day business and allows to expect a high acceptance and use through <strong>the</strong>
high involvement <strong>of</strong> <strong>the</strong> employees.
2. The <strong>the</strong>oretical background
2.1 Shared mental models
In <strong>the</strong> present study, we refer to <strong>the</strong> concept <strong>of</strong> SMM and its roots in mental model-research (MM).
MM serve three important purposes: 1) MM enable people to understand <strong>the</strong> process, 2) <strong>the</strong>y support
a person to act in <strong>the</strong> appropriate way, and 3) <strong>the</strong>y allow predictions <strong>of</strong> system states (Kluwe 2006). In
many occupations, industrial processes are steered by groups who possess some kind <strong>of</strong> SMM <strong>of</strong>
<strong>the</strong>ir working context. SMM comprise <strong>the</strong> shared knowledge <strong>of</strong> all group members and enable each
person first to identify and internalize <strong>the</strong> demands <strong>of</strong> <strong>the</strong>ir work and <strong>the</strong>ir team role and secondly to
act accordingly (Friesdorf 2006). Four types <strong>of</strong> SMM are assumed (Cannon-Bowers 1993, Mathieu
2000): <strong>the</strong> Equipment-, <strong>the</strong> Task-, <strong>the</strong> Interaction-, and <strong>the</strong> Team-Model. The Equipment- Model
comprises <strong>the</strong> shared knowledge with respect to tools and technologies, for example <strong>the</strong> user
knowledge <strong>of</strong> <strong>the</strong> group- and s<strong>of</strong>tware, equipment-functioning or operating procedures which can be
used for specific tasks by <strong>the</strong> team. It also comprises system limitations and probable malfunctions.
The Task-Model includes <strong>the</strong> group members’ knowledge <strong>of</strong> <strong>the</strong> working steps, in terms <strong>of</strong> <strong>the</strong> task
strategies, procedures, <strong>the</strong> contingencies or problems with <strong>the</strong> working execution as well as <strong>the</strong>
environmental conditions or constrains. The Interaction-Model comprises structured knowledge <strong>of</strong> <strong>the</strong>
roles and responsibilities <strong>of</strong> <strong>the</strong> group members, <strong>of</strong> <strong>the</strong>ir communication channels, and <strong>of</strong> mutual
dependencies. The Team-Model embodies <strong>the</strong> team members’ knowledge <strong>of</strong> <strong>the</strong> competencies,
abilities, preferences, and settings <strong>of</strong> <strong>the</strong> single members (Mathieu 2000). Several researchers
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