READIT-2007 - Indira Gandhi Centre for Atomic Research

More documents

Recommendations

Info

qualification programmes for all categories of scientific and technical employees. Foundation of technical knowledge management was built over an operating experience of almost four decades with continuous evaluation by line managers corporate management, knowledge facilitators and. regulators, This developed a logical structure of a qualification-based organization for operating stations, which led to documentation of on-going programs with adequate guidelines on design and implementation. The aim had been to provide a broad based nuclear plant orientation and generic task skills, followed by “hands on” commissioning experience. The systems worked well as per the design intent and facilitated development of strong training infrastructure. NPCIL has six fullfledged Nuclear Training Centers (NTCs) for conduct of common organizational programs for various NPPs such as ‘formal induction training for various categories in different disciplines’, ‘simulator training on full scope replica simulators’ and such other programs. These training centers are fully equipped with classrooms, library and various training shops catering to practical training of trainees of different disciplines. Three Nuclear Training Centers are also equipped with full-scope simulators. However, the new business environment in early nineties required, the optimized utilization of resources , compressed project schedules and quick succession of several nuclear power projects (NPPs). Hence the corporate policy in NPCIL was required to refine, restructure and accelerate all disciplines of traditional training and qualification (T & Q) systems. The thrust was to make T & Q systems more job performance focused requiring a much shorter lead-time to qualify personnel to different positions. Adaptation of Systematic Approach to Training (SAT) was the answer to above. Our interaction with international agencies (International Atomic Energy Agency, World Association of Nuclear Operators, CANDU Owners’ Group and such others) as well as through feedback received by internal and external peer reviews established corporate level management commitment to adaptation of such SAT methods. A uniform and systematic approach for managing these changes at NPP sites in all the disciplines without interrupting the ongoing training activities was implemented in selective and phased manner for effective change management. This also paved the way for structured capture of tacit/explicit knowledge in form of ‘on-job-training checklist questionnaires’, simulator lesson plans, examination syllabus and such others. From year 2000 onwards, expansion of organization and retention of knowledge resources became the key issues . Superannuation of experienced personnel and attrition of young engineers needed a makeover in erstwhile corporate policy of knowledge management and training, for preserving existing knowledge for competitive business advantage The basic need of uniform and systematic knowledge management approach in NPCIL was to inculcate confidence towards preparedness of NPCIL to undertake massive expansion program by ensuring adequate knowledge resources and competent trained staffing. 95
The key issues were: – Development of new approach for human asset management - acquisition and retention – Development and implementation of Knowledge Management (KM) systems, tools and programs for knowledge capture and dissemination – Focus on generation, absorption and dissemination of new reactor technologies (700 MWe PHWR, FBR and PWR) knowledge bases – Enhancement of effectiveness of KM systems/tools already developed – Identification, career progression and redeployment of intellectual assets to organization’s best advantage – Making corporate information accessible to employee through knowledge portal, knowledge bank and sharing of best practices – Harness IT infrastructure effectively for maximum advantage and to promote e learning. In order to achieve above, a dedicated KM group headed by a senior management level was created at HQs. As KM and learning activities for operating personnel were already streamlined, focused attention is being given for qualification development for construction/project/engineering personnel. Committees and facilitator groups in the NPCIL Headquarters were constituted for finalisation of qualification procedures. The focus is to embed knowledge elements in all the new business process automation projects (core business as well as commercial systems) so that the generated knowledge can be transformed, stored and disseminated for business needs. A process of human asset review has started. 3. METHODS ADOPTED IN NPCIL FOR CAPTURING KNOWLEDGE 3.1 Good practices for maintaining the currency of knowledge Managing obsolescence of knowledge is an essential requirement to ensure relevance and accuracy of knowledge else it would provide incorrect inputs to those utilizing such knowledge which would in turn lead to human errors in the organisation. In NPCIL, knowledge updating is done by capturing the sources of information reflecting needs of such updation. The policy to distribute such relevant documents to training groups in each O&M organisation serves as trigger for updation of classroom training material and field checklist for On-Job-training. The mandate as laid down in the licensing and qualification procedure and QA policy ensures that syllabus, training material and on-job-verification documents (called OJT checklists) are revised periodically to maintain relevance and accuracy of the same. This policy has ensured that changes in knowledge are captured by training personnel and training and knowledge verification documents are updated using relevant documents. The documents, which typically provide the following information, are used in this context: • Configuration changes due to ECNs • Implementation of changes arising out of the Lessons Learnt through Root Cause 96
Page 1 and 2:
Conference on Recent Advances in In
Page 3 and 4:
CONTENTS INVITED TALKS “Bodhi”
Page 5 and 6:
Dr. Sanjay K Kaushik and Vijendra S
Page 7 and 8:
Tacit Knowledge Contextual Mental P
Page 9 and 10:
documents can become knowledge repo
Page 11 and 12:
objects to form a conceptual networ
Page 13 and 14:
Global highly competitive fast ch
Page 15 and 16:
knowledge would always be packaged
Page 17 and 18:
If our human filters are all too mu
Page 19 and 20:
6. Booch, G. (1993). Object-Oriente
Page 21 and 22:
development (Balyan, R.K. 2007). Th
Page 23 and 24:
4. NEW FOUND ROLES / RESPONSIBILITI
Page 25 and 26:
human resource development in the k
Page 27 and 28:
Those librarians who have the neede
Page 29 and 30:
of information using formal and inf
Page 31 and 32:
high quality information and by net
Page 33 and 34:
and underpin information management
Page 35 and 36:
everywhere on the Internet, existin
Page 37 and 38:
11. RESOURCES SHARING AND NETWORKIN
Page 39 and 40:
influence the organization’s know
Page 41 and 42:
KNOWLEDGE MANAGEMENT IN DIGITAL INF
Page 43 and 44:
Thirdly Knowledge Management promot
Page 45 and 46:
6. KNOWLEDGE MANAGEMENT: COMMON AND
Page 47 and 48:
7. KNOWLEDGE MANAGEMENT SOLUTION IN
Page 49 and 50:
Knowledge and Information Managemen
Page 51 and 52:
to a broad collection of organizati
Page 53 and 54:
Information technology is a tool fo
Page 55 and 56:
In the library world, there is a le
Page 57 and 58:
more science in public domain. Seve
Page 59 and 60:
Web-of Science which covers Science
Page 61 and 62:
Creation of digital contents and in
Page 66 and 67:
University Libraries - Metamorphosi
Page 68 and 69:
• Management skills - motivating,
Page 70 and 71: KM will play an essential role, and
Page 72 and 73: 4. INDUSTRIAL SAFETY AND HEALTH INF
Page 74 and 75: Safety Knowledge Management System
Page 76 and 77: Multimedia Data Mining in Digital L
Page 78 and 79: The Multimedia Data Mining (MDM) is
Page 80 and 81: performed at the global or local le
Page 82 and 83: REFERENCES 1. Sinha, Manojkumar and
Page 84 and 85: - Information explosion - Prolifera
Page 86 and 87: also go together for adding visual
Page 88 and 89: 6.2 Format This refers to the abili
Page 90 and 91: Using Knowledge mapping to support
Page 92 and 93: - Be aware of organizational level
Page 94: application of knowledge providing
Page 99 and 100: By implementing these strategies, t
Page 101 and 102: detectors are suitable for detectin
Page 103 and 104: iii) Response Indicator II. Confirm
Page 105 and 106: 5. CONCLUSION Present day libraries
Page 107 and 108: The objective of the archives is: 1
Page 109 and 110: custody and two copies are made for
Page 111 and 112: DIGITAL PRESERVATION ISSUES AND FAL
Page 113 and 114: epresentation, provenance, fixity a
Page 115 and 116: ) Technical c) Resource challenges.
Page 117 and 118: There are many cost factors to cons
Page 119: This knowledge would vanish from th
Page 123 and 124: as there would be changes in compet
Page 125 and 126: Digital Preservation and Online Acc
Page 127 and 128: Physical deterioration of digital m
Page 129 and 130: 7. POLICIES FOR DIGITIZATION 1. Meg
Page 134 and 135: Library 2.0: Myth or Reality ? E.So
Page 136 and 137: Web 1.0 Web 2.0 DoubleClick --> Goo
Page 138 and 139: and chooses tagging, tag clouds, fo
Page 140 and 141: and access can be given through com
Page 142 and 143: writes, injures, defaces, cuts, mut
Page 144 and 145: to have access to restricted areas.
Page 146 and 147: Internet Usage by Research Scholars
Page 148 and 149: Kumar and Amritpal Kaur (2004) 5 st
Page 150 and 151: whereas fifteen respondents use it
Page 152 and 153: Fully satisfied Table 12 Satisfacti
Page 154 and 155: Information Security: The role of D
Page 156 and 157: Identifier Owner suffix 10-1003 / 0
Page 158 and 159: is costly affair. However, it is a
Page 160 and 161: (IR) and providing their own digita
Page 162 and 163: As per the data of Home Ministry of
Page 164 and 165: 4.8 Cyber Defamation: Cyber defamat
Page 166 and 167: 4.18 Web jacking Forceful taking of
Page 168 and 169: Under the circumstances, the Librar
Page 170 and 171:
10. CONCLUSION Cyber crimes in Indi
Page 172 and 173:
2. STATE AGRICULTURAL UNIVERSITIES
Page 174 and 175:
Table- 2: Library Network facilitie
Page 176 and 177:
Table- 4: OPAC / Web OPAC Facilitie
Page 178 and 179:
6.6 Electronic surveillance Librari
Page 182 and 183:
Knowledge Management in Academic In
Page 184 and 185:
summarizes evolution of Knowledge M
Page 186 and 187:
To prove their relevance and value,
Page 188 and 189:
functions of the organization. Patr
Page 190 and 191:
Knowledge Communication in Academic
Page 192 and 193:
y way of conferring it the status o
Page 194 and 195:
through face-to-face conversation.
Page 196 and 197:
hurdles. Instant message are delive
Page 198 and 199:
Knowledge communication network of
Page 200 and 201:
As KM and learning activities for o
Page 202 and 203:
• Operation personnel are require
Page 204 and 205:
Figure-2: Home page for Centralised
Page 206 and 207:
Glossary Development Figure-4: Home
Page 208 and 209:
Extension of Qualification Systems
Page 210 and 211:
Nuclear Knowledge Management (NKM)
Page 212 and 213:
Knowledge Sharing Environment (1) B
Page 214 and 215:
already possess it. As those worker
Page 216 and 217:
- identify critical “at risk” k
Page 218 and 219:
open literature, content and TOC cr
Page 220 and 221:
FROM MANAGEMENT OF ORGANIZATIONAL K
Page 222 and 223:
Organizational Knowledge Organizati
Page 224 and 225:
Central Repository Data + Informati
Page 226 and 227:
The infrastructure based approach i
Page 228 and 229:
The ‘System Quality’ refers to
Page 230 and 231:
KNOWLEDGE: A MARKETABLE COMMODITY A
Page 232 and 233:
APPLYING E-COMMERCE TO E-LEARNING E
Page 234 and 235:
Role of Libraries in the Knowledge
Page 236 and 237:
their scholars to post their articl
Page 238 and 239:
Author Index Amudhavalli, A., 143 A
show all

READIT-2007 - Indira Gandhi Centre for Atomic Research

Create successful ePaper yourself

Delete template?

Save as template?