Objectives of Maintenance Strategy

The objectives of the maintenance strategy should be to:

i) Minimize the downtime factor and try to guarantee the reliability of equipment throughout its working life.

ii) Minimize the technician maintenance time

iii) Diminish the risk of personnel injury resulting from maintenance tasks and by the use of organizations equipment (Rich, 2001; Yang et al, 2003).

iV) Minimize and control the cost resulting from maintenance activities (Yang et al, 2003).

V) Collecting the experience gained form each breakdown and the development of skills from personnel who operate with in (Rich, 2001; Yang et al, 2003).

: 14 May 2007 00:02 |  Comments (0) |  Close comments |  Report a problem

Knowledge Management Objectives

Knowledge Management had 4 broad type objectives.

a) The create knowledge repositories that will store knowledge and information that will be documented.

b) To provide and improve access to knowledge databases to every individual and also facilitate its transfer.

c) To enhance knowledge environment, so that the environment is conductive to more effective knowledge creation.

d) To manage knowledge as an asset and to recognize the value of knowledge in an organization.

: 13 May 2007 23:42 |  Comments (0) |  Close comments |  Report a problem

Knowledge System

According to my research i ended up to the result that a knowledge system must contain three basic components.

A) Knowledge Base that contains, knowledge of facts, general information, judgments, intuition, experience and expertise gained.

B) An deduction mechanism which interprets the knowledge in the knowledge base and performs logical deduction and certain logical deduction.

C) Control Mechanism which organizes and manages the strategies taken to apply the inference project.

: 13 May 2007 08:08 |  Comments (0) |  Close comments |  Report a problem

CMM

The CMM framework it assists organizations that operate in an application development framework to increase and improve their abilities in their application development processes. The framework is consisted out of 5 Levels.

These five levels of maturity define an ordinal scale for measuring the maturity of an organization application development capability. Each maturity level is a well defined evolutionary plateau that comprises a set of processes and goals that when satisfied make a significant addition to the sophistication and capability of an organization processes.

Level 1: The initial level

At the initial level the application development practices are inconsistent. The processes are either non existent or they haven’t been properly assessed. Organizations at the initial level usually lack of stable environment and pay less attention on following any processes that exist.

Level 2: The repeatable level

The primary objective at level 2 is to stabilize project commitment and management control processes. It is crucial first to establish a stable environment that assists the reappearance of successful practices of prior projects.Thus one the objective for achieving level 2 for maturity is to institutionalize effective management processes for projects which will allow organizations to repeat successful practices gained from previous projects (Paulk et al, 1993)

Level 3: The defined Level

At this defined level, the process for planning, developing and maintaining a project is documented. This set of documentation encompasses software engineering processes, management and tracking processes. Through this set of documentation these procedures are integrated in to a coherent common organization application development standard

Level 4: The managed Level

Level 4 can be seen as a measurement process that is measuring the effectiveness of the define process so that they will obtain continues improvement. Thus at this level the organization monitors the defined processes of all active projects collecting metrics for the improvement of the process.

Level 5: The Optimization Level

Al level five which is the highest level of maturity the entire organization is focused on continues process improvement.The organizations major goal her is the prevention of defects. In order for this to be achieved the project teams make a thorough effort to analyze and determine the cause of defects. By deploying the knowledge gained, continues improvement can be produced proactively to evaluate the development of new techniques or processes for potential adoption. Thus the organizatin is learning here.

: 12 May 2007 16:11 |  Comments (0) |  Close comments |  Report a problem

What is Knowledge??

People often confuse knowledge with information. Information is processed data that can exist within computers and can be transferred to everyone in our days.

Defining knowledge accurately is more difficult than defining information which can also be considered as a major difference. It is well agreed that knowledge is a structured combination of ideas, rules, procedures and information’s (Bhatt, 2000). Consequently knowledge can be seen as the ability of an individual giving meaning to the information provided to him. It is only through meaning that information find life and becomes knowledge.

: 12 May 2007 15:55 |  Comments (0) |  Close comments |  Report a problem

Facilities Managements Responsibilities

Facilities management responsibilities are focused in 3 areas:

A)Coordinating all efforts (for e.g. design, plan, construction etc) concerning the facilities for the best effect on the working environment of the people ant the organizations ability to meet his objectives.

B)The management of the activities proactively rather than the managements of facilities reactively.

C)The facilities management’s policies and procedures should be integrated with the organizational goals and objectives as well as available resources.

: 28 Mar 2007 20:32 |  Comments (2) |  Close comments |  Report a problem

Tacit and Explicit Knowledge

Knowledge management is the procedure through which organizations generate value from their intellectual and knowledge-based assets. Most often generating value from such assets involves codifying what employees, partners, and customers know, and sharing that information among employees, departments and even with companies.
Determination of what information qualifies as intellectual-based asset should take place for e.g. separate explicit from tacit knowledge. Knowledge can be categorized into explicit and tacit knowledge.
Tacit knowledge is intangible, habitually subconscious, not easily expressed, internalized and the individual may or may not be aware of what he or she knows and how he or she accomplishes a particular outcome.
On the other hand there is conscious or explicit knowledge. In this kind of knowledge the individual holds it explicitly and consciously. Explicit knowledge can be codified and communicated, expressed in rules or guidelines (standardize).

The conclusion is that tacit knowledge is what is in our heads, and explicit knowledge is what can be codified and be transferred to others.

: 27 Mar 2007 07:09 |  Comments (0) |  Close comments |  Report a problem

Knowledge Management

Today over 3 billion people across the globe earn less than two dollars a day. Many effective solutions need to be formulized for capitalizing on emerging information technology to help citizens of the world to gain access to education and opportunities for adapting and prospering in the next century.
Humanity is entering in to 21st century and in to an area where the future will be essentially determined by our ability to wisely use knowledge as precious global resource that is the embodiment of human intellectual capital and technology.
As we begin to expand our understanding of knowledge as an essential asset, it can be realized that in many ways humanity’s future is limited by people’s imagination and the ability to leverage the human mind.
As knowledge increasingly becomes the key strategic resource of the future our need to develop comprehensive understanding of knowledge processes for the creation, transfer and deployment of this unique asset are becoming critical.

The Journal of Knowledge Management Volume 1 Number 1 Sep. 1997

According to this jurnal Knowledge Management goes beyond manufacturing, organizational culture etc. Knowledge management should not be considered only for developing human capital inside an organization. I believe that ideally it should be considered globally.
Knowledge management is also about ensuring that everyone has an equal chance and opportunity to gain access to education and for prospering. Thus at the end of the day correct and effective Knowledge Management reaches up to a level of not only becoming an asset for an organisation but also a human right for everyone.

: 24 Mar 2007 13:31 |  Comments (0) |  Close comments |  Report a problem