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

Nina Groß et al
reporting and control to pro<strong>of</strong> <strong>the</strong> outcome. Integrated in that step is <strong>the</strong> post SMM-Assessment. Step
seven is Reauditing to retain or adapt <strong>the</strong> Knowledge Strategy. Recently <strong>the</strong> information flow analysis
<strong>of</strong> step two <strong>of</strong> <strong>the</strong> KA has been carried out and will be described in <strong>the</strong> following.
4. First Results and next steps
An observation throughout all shift teams <strong>of</strong> a slab casting process has been carried out. Therefore all
5 production teams (each consisting <strong>of</strong> 17 teammates, altoge<strong>the</strong>r 85 people) have been escorted on
rotating shifts. The teams 1, 2, and 3 were observed during two morning shifts. Teams 4 and 5 were
both observed during two early, two late, and two night shifts each. Therefore every task <strong>of</strong> <strong>the</strong> slab
casting process and <strong>the</strong> associated working steps were captured. Step 3a <strong>of</strong> <strong>the</strong> KA concerned <strong>the</strong>
accuracy and completeness <strong>of</strong> information, and was clustered into “content”, “whereto”, “wherefrom”,
and “frequency”. Lacks <strong>of</strong> <strong>the</strong> four investigated deficiencies were identified and classified into <strong>the</strong>
clusters knowledge, qualification, and process. In <strong>the</strong> present study, only <strong>the</strong> identified lacks <strong>of</strong>
information in <strong>the</strong> cluster knowledge were required because <strong>of</strong> <strong>the</strong> connection to limiting interactionrelated
knowledge. These results <strong>of</strong> <strong>the</strong> information flow analysis were prioritized by <strong>the</strong> line
managers and will constitute <strong>the</strong> basis for eliciting <strong>the</strong> knowledge. Next steps are <strong>the</strong> specification <strong>of</strong>
recurring process errors (e.g. operator errors, loss <strong>of</strong> strand) to get measurable indicators for a stable
process, and an assessment <strong>of</strong> <strong>the</strong> task-, equipment-, and team-related knowledge. The similarity and
accuracy <strong>of</strong> <strong>the</strong> mental models before and after <strong>the</strong> intervention will be compared in a pre-post-test
design. The first assessment will be in step 3b, before any TOKT has been carrying out. The second
assessment (step “Report and Control”, see Figure 1) will be executed three month weeks after
starting TOKT to investigate <strong>the</strong> changes in <strong>the</strong> degree <strong>of</strong> similarity and to infer <strong>the</strong>ir impact on
process stability (e.g. reducing <strong>the</strong> recurrent process errors, enhancing reaction rates).
5. Significance and discussion
The presented conception <strong>of</strong> a specified KA approach aims at demonstrating <strong>the</strong> impact <strong>of</strong> a higher
similarity and accuracy <strong>of</strong> <strong>the</strong> SMM in a production plant and is expected to answer <strong>the</strong> question,
whe<strong>the</strong>r this higher similarity and accuracy results in more stable processes. Regarding organizational
KM, <strong>the</strong> <strong>the</strong>ory <strong>of</strong> SMM is suited to share experience, strategies and knowledge <strong>of</strong> individuals, teams,
processes or <strong>the</strong> whole organization by a Task oriented knowledge transfer. The developed method
supports a continuous access to <strong>the</strong> cues and strategies <strong>of</strong> <strong>the</strong> employees, with a strong emphasis on
measuring <strong>the</strong> effectivity <strong>of</strong> KM activities based on <strong>the</strong> <strong>the</strong>ory <strong>of</strong> SMM. More stable processes will be
an indication for success.
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