READIT-2007 - Indira Gandhi Centre for Atomic Research

This knowledge would vanish from the organisation if it is not captured prior to
separation of the person possessing such knowledge.
Thus the concept of knowledge goes beyond the definition of information. It
consists of “information artifacts, such as documents and reports, available within the
organization and in the world outside” as well as “the experience and understanding of
the people in the organization”. The former is termed as explicit knowledge while the
latter is regarded as tacit knowledge.
1.2 Why KM in Nuclear Power Industry
Following issues indicate as to why knowledge management has become the need
of the hour specifically in context of managing of Indian Nuclear Power Plant Programme
– Expanding Power Programme requires management of technology divergent with
increasing complexity due to need for development of larger power producing nuclear
plants and of different design.
– Ageing fleet of plants and need for refurbishment -Design basis information is critical (to
be kept up to date)
– Need for high productivity gains in the environment where the industry is facing tough
standards imposed by regulatory bodies, competition from other conventional power
industries and management of obsolescence related issues
– Move towards lean operations and maintenance staff for efficient and cost effective
management of the plants
– Complex technology base, dependence on multi-disciplinary technologies and expertise
– Long plant life cycles, capital intensive, need for economic and risk informed
decisions
2. EVOLUTION OF KM IN NPCIL
From the very beginning of Indian nuclear power programme, the emphasis on
documentation has always been there. The documents like design notes, design basis
reports, design manuals, safety reports engineering drawings, tender documents, material
purchase requisitions, indents, purchase orders, inspection reports , non conformity
reports, design concession requests, manufacturers’ instruction manuals , inspection
history dockets , various national and international codes and standards etc. were
generated , indexed and systematically stored for easy and convenient retrieval .These
documents laid the very foundation of subsequently required documents for construction,
commissioning ,operation and maintenance phases. All these aided the formulation of
training material for developing operation and maintenance (O&M) personnel.
A strong culture of comprehensive and extensive induction training programme in
O&M organisations by recruitment at stipendiary trainees level has served as the boon
for achieving efficient O&M workforce. This has led to ease in implementation of the
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