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

Eva-Maria Kern et al
be ga<strong>the</strong>red and prepared. On <strong>the</strong> one hand, this includes establishing a practicable knowledge
typology relevant in respect <strong>of</strong> <strong>the</strong> process requirements. On <strong>the</strong> o<strong>the</strong>r hand, suitable indicators
for operationalizing <strong>the</strong> knowledge intensity <strong>of</strong> single process steps have to be selected and
collected.
Component (III) – Visualization: The third component <strong>of</strong> layer 1 comprises <strong>the</strong> visualization <strong>of</strong>
process-related knowledge as well as <strong>the</strong> visualization <strong>of</strong> <strong>the</strong> insights concerning <strong>the</strong> relevant
knowledge types and <strong>the</strong> specific knowledge intensity, each on a detailed process step level. The
main requirement <strong>of</strong> this component is to present <strong>the</strong> findings <strong>of</strong> <strong>the</strong> first two components in a way
that is straightforward and meaningful at <strong>the</strong> same time.
The overall objective <strong>of</strong> layer 1 is to create transparency about <strong>the</strong> knowledge types required for and
created within <strong>the</strong> single process steps as well as about <strong>the</strong> knowledge intensity <strong>of</strong> each process step.
Additionally, <strong>the</strong> status quo regarding <strong>the</strong> existence and configuration <strong>of</strong> knowledge management
processes is revealed. The outcomes <strong>of</strong> layer 1 serve as basis for a targeted and thus lean selection
and design <strong>of</strong> knowledge management processes, methods and tools.
Layer 3 contains <strong>the</strong> whole set <strong>of</strong> knowledge management processes, methods and tools. It provides
all <strong>of</strong> <strong>the</strong>m as a generic knowledge management toolbox, i.e. well prepared and presented in a
structured way, so that adequate functions and tools can be selected according to <strong>the</strong> requirements
determined in layer 1. Layer 3 consists <strong>of</strong> two components: Knowledge management processes (IV)
and methods and tools (V). Component (IV) contains all functions possibly needed for handling
knowledge. The implementation options for <strong>the</strong>se functions are located in component (V): It contains
a wide set <strong>of</strong> knowledge management tools and methods that are structured and tagged in a way that
allows for <strong>the</strong>ir uncomplicated assignment to <strong>the</strong> functions provided in component (IV) and <strong>the</strong>
knowledge types identified in component (II) <strong>of</strong> layer 1: If <strong>the</strong> type <strong>of</strong> knowledge utilized within a
process step is tacit knowledge (II) and a need for transferring (IV) this knowledge has been
identified, component (V) would provide adequate tools and methods like mentoring or storytelling.
Layer 2 serves as interconnection between <strong>the</strong> layers 1 and 3: In layer 2, <strong>the</strong> actual condition
concerning knowledge handling within <strong>the</strong> process is evaluated, a decision is made on whe<strong>the</strong>r <strong>the</strong>re
is a need for formalized knowledge management and, if necessary, <strong>the</strong> requirements on <strong>the</strong> valueoriented
design <strong>of</strong> knowledge management are deduced. According to <strong>the</strong>se requirements, <strong>the</strong>
functions as well as <strong>the</strong> tools and methods are firstly filtered for general suitability. From this process
specific pool, <strong>the</strong> functions to be implemented are selected in <strong>the</strong> second step. Thirdly, <strong>the</strong> pool is
scanned for tools and methods for implementing <strong>the</strong>se special functions and a decision is made on
<strong>the</strong> specific actions to be taken.
There are different selection mechanisms applicable for executing layer 2:
Selection by experts on a case-by-case basis
Automated assignment <strong>of</strong> functions and methods or tools to predefined specific outcomes <strong>of</strong> <strong>the</strong>
analysis
Taking recourse to applicable best practices for knowledge management design and
implementation.
Critical success factors are <strong>the</strong> appropriate selection <strong>of</strong> <strong>the</strong> criteria in component (II) as well as <strong>the</strong>
structuring and tagging <strong>of</strong> <strong>the</strong> methods and tools in component (V) and <strong>the</strong> explicit definition <strong>of</strong> <strong>the</strong>
mechanisms connecting layer 1 and 3. The mechanisms for <strong>the</strong>se functions may at least partially be
settled based on <strong>the</strong>oretical deduction, but successful mechanisms typically are substantially derived
from practical experience. Claiming to be a lean approach, <strong>the</strong> conduction <strong>of</strong> knowledge-integrating
value stream analysis itself has to be lean, i.e. pragmatic in defining <strong>the</strong> criteria and assessing
knowledge and process properties.
The following section illustrates <strong>the</strong> employment <strong>of</strong> <strong>the</strong> approach with <strong>the</strong> help <strong>of</strong> a practical example.
5.2 First practical experiences in using <strong>the</strong> knowledge-integrating value stream
analysis
Using an action research design, <strong>the</strong> approach described above was developed by conducting a
multiple case study at a logistics service provider, examining 14 processes in seven different
locations. Details on <strong>the</strong> case study can be found in (Kern/Boppert 2010).
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