May 23, 2011

End of KBAM what a torture of joy but is all this stuff necessary??

That it is the last MBE module is over and what a module it was. Do not even had time to upload my reflective thoughts regularly and this is why the come all at once.

Regarding the PMA I should let you know that I have chosen the resource utilisation. Being really keen on getting knowledge about Lean and its Just-in-Time (JIT) I decided for this approach. I cannot say if it was a good choice or not, it was interesting and challenging, without question.

I have never thought that an individual asset management could have this comprehensiveness. I have read about things I would never have thought about before. Anyway this also made things not easier. Being totally convinced that JIT is the right approach for the case study WaveRider (WR), actually really justifying the approach has became even harder. That has brought me to my first thought, that our first feeling is not always the best one, but it is hard to change it and accept that you are wrong.

But was I? Finally I read several books and journals so that at the end it again made sense to apply JIT to WR. And finally I was just waiting for this enlightenment, I got the conclusion that it depends on the situation and how the outer circumstances are designed. I had some at the first sight not very important assumptions which finally made the difference, like the new strategy to enter the European market. And then it is about the people in your company, the vision you have set, etc.

From one second to the other KBAM offered me the insight how all the modules we had fit together. Also the PMAs. From every PMA I could take something to draw the big picture of WR and it was great to see how the jigsaw puzzle could be put together. Never thought about that my decision during the Leadership PMA could have influence on another one. Might be very valuable to keep in mind that every decision especially strategic ones can affect a lot of other departments and can have a tremendous impact and therefore must be chosen carefully, as learned in RDM.

But KBAM also brought one issue home, the necessity to focus better one the task and area. And this was actually the hardest task of KBAM. I never felt that unsecure with what I am doing because no matter where I started reading I read something I could somehow integrate in my PMA and it would be worth. So where to draw the borders? How to limit oneself. As mentioned earlier I put a lot of effort on justifying why I have chosen JIT. IT was not task of the assignment but how could I write about something I have not even justified properly. The problem then was that the resource utilisation is a highly-competitive area. So there were so many pros and cons. So I got feedforward FF indicating that I have put too much emphasis on the justification. And again I agree it was not task, but I do not see the sense to apply something I am not totally convinced of and when I research in this area of course I would like to include it in the PMA, this is why I left this section nearly the same.

Nonetheless also further research stayed exciting, whereas it was great to see that JIT is not just an optimisation of a process, it is a philosophy and the whole culture and structure must align with the idea of JIT. It is more, adopting something from another world and there are essential concerns whether the businesses are really ready to get on this challenge. So far I see it quite critical that the people adopt the mind-set necessary to apply JIT especially in Europe. There is still too much competition out there. Too many egoists who do not care about others. That are the people implementing Lean and JIT and then finally fire people because they made their own workplace redundant.

So one thing always coming up studying this course is the essential environment of TRUST and COOPERATION. It seems like without that nothing really works out. But even if everyone agrees there is no overall solution to overcome these barriers. It does not matter in the context of KBAM if it is about JIT or KM, TRUST COOPERATION are the key words. And I speaking for myself must say, indeed what else, but it seems to be everything else but not common to trust other people. But why cannot we trust each other?And where does it start. Is it that we do not expect other people to behave adequately and thus they do not or is it just the nature of human being and we mistrust people. Interesting in this context is really to think about oneself and how and to which extend we trust others. I tried to trust others especially in the IMC leaving my stuff just where it is, laptop mobile etc. nothing happened. I was fascinated but finally someone has stolen or maybe just borrowed something I stored in my pigeonhole. It was an adapter nothing big, but one of my friends is missing a folder he had in his pigeon hole. Shall I now stop trusting people in IMC or in general?? I mean the IMC is actually an institution with a lot of well educated people and when I canot even trust them can I trust others?? Actually it does not really matter, I will keep try to trust people J.

Apart from connecting the modules we had, KBAM did more. Having studied several Asset Managements methods in –module while writing that also they are closely connected. Just worked a few hours probably more than the suggested 40h on JIT and noticed that Maintenance for example plays a significant role, because a breakdown of one machine could mean the disturbance of the whole process. So production and maintenance have to work closely together in order to guarantee a smooth working of the machine while the maintenance is not disturbing the production. On the other hand security. KM requires a certain level of security and this must be discussed with the person in charge, especially if it is about very confidential data, like the ones of customers.

Still confusing is the “distinction “ between knowledge data information. The academia is fighting and cannot, as so often, agree for one decision. So where to ake the difference? Where does knowledge management ends and information management starts, is there even a real difference. Besides it is like the hen and the egg. What was first? Comes the information first and knowledge arises out of that or is it knowledge which creates information or data which then can be used!? And is it really necessary to pay so much attention to make a distinction here? I personally have not figured it out yet…

EFQM model my new love during MBE has once more present its advantages. Going though it makes you really think of everything. So far it could be used for everything, Knowledge resource utilisation, Leadership, etc. so the question arises if there is something more required than EFQM. Leading me to my closing words.

Having gone though all these modules and worked intensively on sustainability and Leadership in the context of my dissertation, I start asking myself if we really need all this. All these books, advises, academics making simple things totally complicated, why not switcihnig on the brain and demonstrate respect to the environment as it should be as human being… 


- One comment Not publicly viewable

  1. Hey man,
    speaking of JIT, I’ve got one question.
    As you read more than me, have you come across what to do if i.e. by implementing JIT successfully, I save some warehouse space. What shall I do with this additional space? I know I’ll have benefits of less material in the stock meaning financial benefits but what about the space?
    Just wonder if you read about it by any chance

    12 Jun 2011, 16:38


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