Knowledge Management in business

1. Knowledge Management in business COURSE WORK (952801) By Ah Bee Goh 19 September, 2010.

2. Presentation title Knowledge Management in business MISSION THAILAND FACTORY MISSION TO DELIVER PRODUCTS DEFECTS- FREE , ON-TIME AND AT THE MOST COMPETITIVE COSTS.

3. Presentation title Knowledge Management in business

4. Presentation title Knowledge mangement in business

5. Presentation title Knowledge mangement in business

6. Presentation title Knowledge Management in business

7. Presentation title Financial Measures Quarterly review Monthly review Monthly review

8. Presentation title Customers measures Monthly review Monthly review

9. Presentation title Customers measures Quarterly review Half – yearly review Yearly review

10. Presentation title Internal measures Monthly review Monthly review Monthly review

11. Presentation title Internal measures Monthly review Monthly review Monthly review

12. Presentation title Learning and Growth Quarterly review Quarterly review Quarterly review

13. Presentation title Learning and growth Quarterly review Monthly review Quarterly review

14. Presentation title Learning and growth one off- site every half a year

15. Presentation title Knowledge management in business Fig. 1.0 Single and double loop match Governing variables actions consequences mismatch Single loop Double loop

16. Presentation title Knowledge management in business • Single loop governing variables • Fixed on limited machine capacities and the number of employees. Common approach is to use straight line extrapolation on capacities and manpower incresaes. For example; one production line with 50 operators can deliver 500 units per day. To increase the output using straight line extrapolation would mean two production lines with 100 operators. • Being only responsible on his part and don’t work extra for others. E.g. I am a production manager and if there are no materials , I will not produce and I will wait for the materials to arrive. • Always work only to budget constraints. Dare not question further. • No decision making based on original thoughts but mostly based on the company policy and rules.

17. Presentation title Knowledge management in business • Single loop governing variables • Procrastinate in decision making. Not firm in decision making and prefer to wait . • Work under certainty models. • Have no total trust of colleagues except himself. • Always want to win only and not willing to loose. • Unwilling to listen to unfavourable feedback. • Treating other peoples’ views with some skepticism. • Consequences • On- time delivery to customers is poor. • Cost escalating. • Quality problems take longer to solve. • Unhappy customers. • Staff cannot learn and grow. • Business sustainability is a question mark. • Defensive relationships.

18. Presentation title Knowledge management in business • Double loop governing variables • Total ownership of the entire process. • Sharing of information and knowledge. • Embrace ROFO principles. • Team learning. • Able to solve the problems on- time . • Customers happy. • Willing to listen to conflicting views. • Co- operative spirit throughout the company. • Always seek alternatives and outside views. • Freedom of choice. • Work completed on-time.

19. Presentation title Knowledge management in business • Double loop learning. • Consequences. • Delivery to customers are on- time. • Every staff embraces learning from each other. • Thinking out of the box is encouraged. • Embrace ROFO. • No more defensive routines. • High motivation throughout the company. • Problems are solved promptly. • No blaming on others. • Total ownership of the process. • Team learning. • Customers happy.

20. Presentation title Knowledge management in business • Sample KPIs of a real life case which has been implemented in Schaffner. • This sample is from Schaffner where a monthly meeting is being held.First Level KPIs.xls • There are monthly targets and any deviations must be explained using 5 WHY analysis.Thailand_EMC_Eff_Jun_10.pdf

21. Presentation title The power of 5 WHYs • It is based on scientific approach. • It is based on fact and not speculative reasons. • If the 5 ‘ whys’ is correctly applied and result still not solved, it is (usually)poor discipline and inefficient supervision/ management/ leadership. • It stops you from beating round the bush and telling old grandmother stories. • Here is a real life example of a Singaporean couple who had constant heated arguments over the poor exam results of their 10 year old son.

22. Presentation title The power of 5 WHYs • First WHY- Why did their son fail in exams? • Because he did not study and spend too much time playing football. • Second WHY- Why did he spend too much time playing football? • Because nobody supervises him. • Third WHY- Why nobody supervises him. • Because the mother has to work long hours and very little time left • for him. (Normally at this stage , the husband will blame his wife • and the heated argument starts. No end result will happen). • Fourth WHY- Why the mother has to work ?. • Because she has to contribute to family income to maintain the same • life style of living.

23. Presentation title The Power of 5 WHYs. • The root cause after fourth WHY is; • FAMILY EXPENSES AND LIFE STYLE OF LIVING. • Corrective action is to ‘ rebudget family expenses and either let the mother stop working or work part-time’.