Knowledge Management: From Brain to Business (PDF 5.5 - Asian ...

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important but it is something that we tend to easily overlook. It is really about going back to the basics before we can move on from communication to knowledge sharing. Knowledge Sharing What do we mean when we say effective knowledge sharing? It is: • Willingness on the part of one individual to communicate information • Willingness on the part of the receiver of the information to listen and learn • Application of that learned information to create value for your organization, ultimately for your customers Knowledge for knowledge’s sake will not get us much anywhere other than, for example, the pleasure we might take in having that intellectual stimulation. It does play an important role in fostering learning in the individual, but ideally, once that individual is provided with the information and knowledge, he or she must be able to take responsibility to make things happen and then use it to create value somewhere in the value chain of the organization. Closing the Gap How do we close the gap with the customer or whoever your audience may be if you are a non-profit organization (like the Asian Productivity Organization, for example?) How do you close that gap so that you are able to enhance communication with those people? How do you engage them in knowledge sharing for the common good? To do this you have to focus on harnessing the power of your entire group of people. You have to focus on using that power to create additional value and you do this by enhancing communication with your audience, engaging in productive knowledge sharing with your audience and using that knowledge to streamline and enhance your internal activities. I am now going to move to some of the tools and business practices that we have developed within Buckman, which have helped us take our organization to the next level of knowledge sharing not just internally but with our customers. The Requirement Alignment Tool is our primary communication tool that we use internally in Buckman as well as with our customers. This important tool helps us to ensure that what we do for our customers is always aligned with their requirements and that these requirements are consistently being met. Let me explain how we employ the Requirement Alignment Tool to ensure that our customers’ programs and processes are successful. First, we ask for the customer’s requirements for every system and we document it on the Requirement Alignment Tool. Then we ask the customer to define the measurements for success. Third, we make sure that we have the resources and that we are capable of meeting those requirements or accomplishing the task or tasks according to their requirements. It sounds simple but it takes a skilled listener to accomplish this process and make it work. All our associates are well trained in the application of the Requirement Alignment Tool. It is at the heart of our Customer Satisfaction Workshop, our Transition Workshop, and we use it internally also to realign our processes and for our employee appraisal and management performance as well. The Requirement Alignment Tool process helps us to respond to the needs of our customers and the problems and issues they face everyday, while at the same time, being able to react quickly to their changing needs and to the changing business conditions that surround them. The Customer Satisfaction Survey (CSS) is our tool for creating dialogue with our customers, allowing for feedback from them and enhancing knowledge sharing with them. We use it to communicate with our customers on how we are doing relative to the 8 Page 31
Business Management Standards, which are our global standards that we employ across the world with our customers. The 8 BMS is something that we use to ensure and assure that our global customers see the same high standards from Buckman Laboratories no matter where they are located in the world. So the CSS provides the knowledge sharing vehicle that assures continuous improvement as well as the action steps that are necessary to maintain that continuous improvement. This is done with the specific requirements and measurements given by the customer (using the Requirement Alignment Tool) so that it is done the customer’s way using input from their people through face-to-face communication and knowledge sharing. How easy can that be? The CSS is made up of a very simple 25-point questionnaire. We ask our customers how we are doing in all these 25 areas. So in other words, we do not measure customer satisfaction; our customers are doing it for us through their use of the CSS. We have a global database containing every one of our customers, and this database is monitored continually to tell us whether we are on track, or if we are going off track, and then how we can improve. We know which are the things we must continue and which ones we must change to get back on the customer’s track. Thus, the Customer Satisfaction Survey helps us to continue to meet our customers’ needs, making sure we keep their systems on track, and also helping us to reduce attrition. For us, it is a very powerful tool. Discipline in the Use of Teams In today’s workplace we have to look toward teams to help develop and implement various initiatives. As we began using teams several years ago at Buckman, we recognized that we were not utilizing the talent of our people or groups very effectively—it seemed that a lot of time was being spent around the conference table but with little outcome or effect. So we stepped back and spent time to develop a process to put around our teaming efforts, designed to ensure that our team efforts are effective. TeamToolz provides standard methods of chartering a team: why the need for a team, what is the team’s purpose, what do they have to deliver and what value do they add to the process of whatever they are doing. TeamToolz helps the members of a team collaborate better and share with each other to succeed. It facilitates the process of teamwork. We also use trained facilitators to help our teams stay focused. This approach has been successful so far. Today we have more successful teams and also successful virtual teams. One good example of successful teams is our Global Key Corporate Account (GKCA) Teams. Each GKCA team stretches across the global company and is made up of different people around the world who are tasked with developing our relationship with a respective customer, thereby closing the gap with that customer. TeamToolz is a process that has helped them tremendously. Other areas or practices that we have developed or adopted within our organization, which help us to reinforce our learning culture and facilitate the sharing of knowledge with our customers include: • Training • Performance management • Organizational surveys – These help provide management with feedback from our own associates on how we are doing as a company and also to allow us to have dialogue on the results that we see. This is knowledge sharing. • Communities of issues and practice: open dialogue, customer-specific, industryspecific or business function-specific • Customer interface standards – global standards for our customers (the 8 BMS) • Defined problem-solving methodologies – which we use with our customers. Page 32
Page 1: From: Knowledge Management: From Br
Page 4 and 5: Proceedings of the International Pr
Page 6 and 7: WELCOME ADDRESS Dr. Phanit Laosirir
Page 8 and 9: WELCOME ADDRESS Mr. Shigeo Takenaka
Page 10 and 11: as the theme for IPC 2007 to commem
Page 12 and 13: our daily practices. Every employee
Page 14 and 15: Strategy as Distributed Phronesis:
Page 16 and 17: knowledge is converted into explici
Page 18 and 19: The model starts with a “vision.
Page 20 and 21: Every year I go to Finland. The bes
Page 22 and 23: Ability to Share Contexts with Othe
Page 24 and 25: Souichiro Honda argues, Action with
Page 26 and 27: Figure 6: Multilayered Ba at Seven-
Page 28 and 29: Collaborative Enterprise- Wide Know
Page 30 and 31: place across the organization. Simi
Page 32 and 33: Figure 5: Fred or Fredricka This is
Page 34 and 35: set training standards that are nec
Page 38 and 39: As the leadership of the organizati
Page 40 and 41: • Total market capitalization: $4
Page 42 and 43: Phase 2: 2000-2001 • Knowledge co
Page 44 and 45: So what Tata Chemicals did was to c
Page 46 and 47: ole and responsibilities they have
Page 48 and 49: YouTube; just imagine how they mana
Page 50 and 51: several tools a like document manag
Page 52 and 53: upgrade from Windows XP to Vista,)
Page 54 and 55: outside. So it is very difficult fo
Page 56 and 57: Knowledge Transfer Department. The
Page 58 and 59: visible artifacts in place. So in k
Page 60 and 61: anything about what they have—I t
Page 62 and 63: Question: Is it true that we can ca
Page 64 and 65: Eight knowledge performance criteri
Page 66 and 67: wealth or some similar form of weal
Page 68 and 69: As the table shows, when we complet
Page 70 and 71: 3M Apple Computer Caterpillar Fluor
Page 72 and 73: and development and innovation. The
Page 74 and 75: I think in terms of measurements, o
Page 76 and 77: From Knowledge Management to Operat
Page 78 and 79: The next step is to identify the kn
Page 80 and 81: Project Profile Debriefing Reports
Page 82 and 83: 5. Community of Practice A “commu
Page 84 and 85: Reporting Figure 7 The goals of any
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Integration of Knowledge Management
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invention; it could be small or eve
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irregular basis. We had to study, d
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set of products that when put into
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Figure 6: Knowledge Management Work
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Case Study: SCG Paper SCG Paper is
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knowledge that they want to keep an
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and with other units of SCG, we org
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Question: What is the driver of new
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Chaovalit Ekabut: I agree with the
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Chaovalit Ekabut: May I elaborate a
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together with competitors to move t
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knowledge-sharing network, helping
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Dirk holds a diploma degree in Busi
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-o- Conference Rapporteur-Editor: D
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