March 15, 2008

Knowledge share

share knowledge

This is a interesting pictur for the organization culture or the share knowledge.  

When you plan to use sharing knowledge as a way to change the organization, our research suggests that the best strategy, ironically, is to first match the values and style of your organization. Don’t start out a new campaign and new structures for sharing knowledge. Find the knowledge sharing networks that already exist and build on the energy they already have

March 14, 2008

The BBC environment—Corporate responsibility and Partnership

Just find some interesting things about the environment. 


We make thousands of radio and television programmes every year. We recognise that this does have an impact on the environment, but the impact of what we do - our environmental footprint - is actually not as great as that of organisations of a similar size in other industries. That's because most of the resources we use are creative.

We have an existing environmental policy which commits us to reducing waste and energy use. However, we have decided to develop a medium-term strategy, with clearly defined objectives, to ensure that the BBC is run in an environmentally friendly and sustainable manner.

The BBC environment policy 

The BBC exists to enrich people's lives with great programmes and services that inform, educate and entertain. Our vision is to be the most creative and trusted organisation in the world. Environmental management is integral to this vision and our performance.

The BBC recognises that our environmental footprint arises from our business operations including our buildings and infrastructure, programme making and commercial activities. Our environmental impacts include air emissions, waste generation, land use, energy use, and water use, along with those associated with the procurement of goods and services.

The BBC's overall objective is to carry out our business operations in a way which manages, minimises and continually reduces our adverse environmental impacts and demonstrates pollution prevention. Our ambition is to become a sector leader in environmental management.

We will achieve this by:

  • compliance, as a minimum, with all applicable legislation, BBC requirements and any other adopted requirements which relate to our significant environmental impacts
  • implementation and continued improvement of an occupational risk management system that meets the requirements of the International Standards Organisation, ISO 14001:2004
  • continual and effective improvement of environmental performance through the setting and review of environmental objectives and targets which relate to our significant environmental impacts
  • effective monitoring, measuring and reporting in relation to our significant environmental impacts
  • reviewing the management system and policy to ensure their suitability, adequacy and effectiveness
  • provision of suitable and sufficient environmental information, instruction and training to enable all staff to carry out their jobs competently
  • selection and monitoring of competent third parties to ensure appropriate standards of environmental management are achieved
  • effective communication and cooperation with third parties so that they are aware of our environmental management expectations

Environmental management is everyone's responsibility, and a prime responsibility of all levels of management, and I expect everyone to contribute to achieving our overall objective.

We will provide adequate and appropriate resources to implement this policy and will ensure it is properly communicated and understood.

The Executive and I aim to encourage initiative and the adoption of best practice in a culture where employees and managers are aware of their individual responsibilities for the environment and where they are actively engaged and committed to improving standards of environmental management.

Mark Thompson
Authorised February 2007

Process improvement

Six sigma is a process improvement methodology that aims to increase business performance through a solid and accurate business focus. It is a systematic approach to achieving continuous process improvements. The six-sigma approach incorporates five stages of implementation in process improvement, which are called the DMAIC-cycle of define-measure-analyzeimprove-control. These steps guide the improvement process and help detect root causes of the failures in a single improvement project. The key steps in six sigma are:

1. Defining product characteristics that affect customer satisfaction.

2. Using a failure mode and effect analysis to identify and control parameters to meet

customer specifications.

3. Employing a reproducibility and repeatability study to measure the control parameters.

4. Estimating the process capability of the prototypes and thereby being able to correct

individual defects immediately.

5. Developing the quality control plan and training material.

A bit feeling of the module of Knowledge–based Asset Management

Today we finished the KBAM module. It is a interesting module which all the study process is by ourselves. We need look up material by ourselves. We can focus on which aspect what we like, we can chose anytime to study what we like. All of those are depend on ourselves. Also it is our last two week  module of EEE. A bit sad. Time goes quickly, half a year is gone now.

In this module, maybe from the first day up to now, I know the self- study and how to implement it more and more clear and understand its signification. I think it is big change for the half of year for me. A quilt different studying way, different majoring, different environment. Everything is fresh for me. I was not done well in this period. I am good at adjust self in the changed environment. It is not only the context of studying for me is a big challenge, the mind change also is a big problem. I clear know this point at the beginning but I can not control meself very well. I need time. Now I can not say I adjust to suitable the circumstance very well, but I can say it is better and better than beginning.

Another thing is the time manager. It is difficult to do the PMA, in module assignment and project at the same time. But as the Paul said, this is also a way to teach how to manage the time andto do many things well in short time.  This is really a big problem and I need think and really to find a effecient way to manager the time well.

March 13, 2008

Six sigma

Profits= Customer + Process + Employee

The seminar

Today we finished all of the seminar for the kBAM. Actually it is also the all of the seminar for the EEE course. Because I only got three module left but all will finish in one week. I remember the first seminar in the PPE module. It is a big confuse for me. I do not know what is seminar and why need seminar. Then in the LE module I still think those seminar is not useful because most of question is no necessary to discuss. But move to the KBAM, I start to custom this form and I was do prepare for every topic before the seminar. I find it is not difficult and it is useful for improve the self- study skill. Whatever we talk at the seminar, it is just a simple point or word, but it is a way to inspire our mind to think more. If we have time or intereting who said, we can spend more thime to look for that opinion after the siminar. I should already have ability after the many years of school studying. Nobody can teach me everything and I can not sit in the classroom to listen what the teach said and study it what he ask. I really need is how to make more contribution or find more reletive knowledge from simiple word which maybe I never hear or think before.

So is it the seminar is a tool for the Knowledge Management? I am sure it must be.

March 10, 2008

A bit feeling

Today I get the mark of the LE' PMA, it is a bit better than the PMA of PPE if it was not reduce the mark for the delay submiting. But actually I was feeling the LE' PMA is better than PPE's.  In the PMA of LE I was using lots of original centense which directly citing from the book or journal. So in the LE's PMA, I was avoiding do this as possible as I can. I do like the Paul said, read the paragraph what I need, think it and close the book, then write what I remmember, what I understand.  But I forget to write where I cite or which book inspire me, I also need to write the author and year behind this centense. I still lose some chance to improve my assignment of LE, and actually it is not difficult to do it. I can not say anything by myself.  Maybe this is a self- assessment process. But this process goes so slowly. I should hurry up.

How to Manage Knowledge

Karl Wiig described three "pillars" for knowledge management: survey and categorise knowledge; appraise and evaluate value of knowledge; and synthesise knowledge related activities. Recent work from the University of Amsterdam (Robert van der Speck and Robert de Hoog) increased this to four, focusing on the activities of conceptualising, reflecting, specifying and reviewing.

Knowledge management covers the following:

  • identifying what knowledge assets a company possesses
    • Where is the knowledge asset?
    • What does it contain?
    • What is its use?
    • What form is it in?
    • How accessible is it?
  • analysing how the knowledge can add value
    • What are the opportunities for using the knowledge asset?
    • What would be the effect of its use?
    • What are the current obstacles to its use?
    • What would be its increased value to the company?
  • specifying what actions are necessary to achieve better usability & added value
    • How to plan the actions to use the knowledge asset?
    • How to enact actions?
    • How to monitor actions?
  • reviewing the use of the knowledge to ensure added value
    • Did the use of it produce the desired added value?
    • How can the knowledge asset be maintained for this use?
    • Did the use create new opportunities?

March 09, 2008

Why Asset Management Is More Critically Important Than Ever Before

Why Asset Management Is More Critically Important Than Ever Before

by Anthony R. Kane

The following article was adapted from Tony Kane's speech to the Asset Management Peer Exchange, sponsored by the American Association of State Highway and Transportation Officials and the Federal Highway Administration, in Scottsdale, Ariz., Dec. 1 through 3, 1999.

Why is asset management important? Why is it more important than it has ever been before? What's new about it? What is different? Why do we need to focus on it?

My premise is that we are in a rapid period of change. Change is all around us -- in our political system, in our economic system, in our institutional relationships, in technology, in public attitudes, in our customers' expectations. We not only need to be a part of change; we better be leading the change. Otherwise, we will be following; we will be falling behind; and we will not have the support that we need for highway programs in the future.

We must establish a sense of urgency. In his book Leading Change, John Kotter from Harvard talks about a series of steps that are important in focusing on change, dealing with it, and managing it. The first step is coming to grips with the importance of change and realizing that there is a need for urgency. I say that now is the time because we have a real need and a real a sense of urgency about asset management.

We in federal and state highway agencies must now think about ourselves a little differently. In this workshop, we heard a presentation about a program (six-sigma) that has never been used in the public sector, but it is used in the private sector because they worry about the bottom line, they worry about margins, they worry about how much money they have to run their business, and they worry about how much profit they are going to make.

Well, we have businesses too. We have invested a trillion dollars in the highway system. Think of yourselves with a multibillion-dollar balance sheet. Even the smallest state has that. The largest state probably has a balance sheet that is at least $100 billion.

Well, do you think we ought to be responsible for that? Do you think we ought to be checking how well we are doing? What kind of rate of return are we getting? Should we report to our stockholders -- the drivers in our states and those who pay for some of our services as they pass through.

Well, it's time! It is time for all of us to look at the assets we have in a different way. We should look at ourselves as a business, responsible for billions of dollars of assets. What is your corporate report each year in terms of how well you are serving your customers with those billions of dollars of assets?


Maintaining and operating the existing highway system

with its more than 6.4 million kilometers of roads and

about 500,000 bridges is the focus of asset management.

Asset Management Is Quality Management
Truly, to me asset management and quality are two sides of the same coin. For example, quality awards, such as the Malcolm Baldrige National Quality Award, are based on quality in leadership, strategic planning, information systems, process improvements, management and development of your human resources, focus on customers, and bottom-line business results. These same "qualities" are required for effective asset management.

To have effective asset management, the top leaders are going to have to be focused on it. You are going to have to be committed to it. You are clearly going to have to have good information systems. You are going to have to understand all the processes that you have. It requires a thorough examination of what you are doing, what you are managing, what you want to get out of all your assets, and how well are you serving your customers. This is clearly the quality framework.

A very fascinating and intriguing aspect of asset management is its multidisciplinary approach. We are finally blending our economic skills and our engineering skills to work effectively across multiple disciplinary boundaries within our own organizations. It is having our finance people and our budget people and our planning people talking to our pavement management and bridge management staffs so that what evolves into multiyear programs emanates from sound asset management considerations and trade-offs. Information that comes from a variety of management systems is integrated across the disciplines, and the finance and budget people and the planners are working in sync with the asset managers.

Fortunately, the tools of our information age help us to coordinate and cooperate more easily than we could in the past, and that makes it easier for us to adopt and embrace the concepts of asset management.

The Dynamics of Our Highway System
If we look at the highway program itself, there are two general areas that influence our discussions on asset management. The first area is our evolution from building the system to maintaining and operating what we have, and we have a very large system -- more than 6.4 million kilometers of roads with about 500,000 bridges as part of an investment of more than $1 trillion. Second, we also have had changes in our institutional governance. Let me focus on both of those dimensions.

Clearly, as we take a look at changing from expansion to preservation and operation, it is a new ball game. Asset management clearly covers the full gamut of preservation and operation of the system -- the whole range from preventative maintenance to reconstructing the system while placing a strengthened emphasis on operations, including traffic control operations, freight operations, and customer service.

Asset management truly embraces myriad considerations. For example, think about how long and frequently your highway system is "open for use" so you can focus on whether your incident management system is working well, whether your snow removal is working well, whether your construction processes avoid tying up the traffic lanes as much as possible, and whether your traditional congestion-relief measures are really working well. What processes are involved in the operation of your system, and how well is it operating?

AASHTO and FHWA are not establishing any mandates. We will work on technical products. Your shareholders and customers are the ones who are going to demand that you focus on asset management.

Obviously, these and similar issues are very important, and we can see that national expenditures are moving toward more efficient operation and preservation of the existing system rather than simply expanding capacity.

Another major influence is the change in transportation roles for the state and federal governments and for the private sector. A recent report from the American Association of State Highway and Transportation Officials (AASHTO) explains how state departments of transportation (DOTs) are altering the size of their operations and the way they are structured. They are decentralizing programs and project management. They are coalescing some support service functions. They are streamlining operations and moving more toward performance-based operations -- not only in specifications, but in the way they do business and manage their own resources. And there are a whole range of public/private ventures, including a general trend toward increased privatization. Outsourcing is becoming much more common; many states contract for more than 90 percent of their design work. Several states have performance-based maintenance contracts and management contracts; as an example, the District of Columbia has a contract to have the private sector manage their entire portion of the National Highway System. So, the evolving roles of the public and private sectors are influencing our view of asset management by redefining the way the assets are going to be managed and who is going to be managing them.

This evolution of roles is going to continue, and asset management is clearly not a stagnant endeavor. We must embrace it, understand it, and commit to using asset management.

A Historical Perspective
As we ponder the changes occurring now and in the future, it is worthwhile to remember that these kinds of changes in highway management and operations are not a recent phenomenon.

At the end of the 19th century, the Good Roads Movement was started by the American Wheelmen, and they were not men who drove cars. They were bicyclists. They were the ones who got to their state legislators and asked for better roads. So, remember them and what they accomplished as you think "back to the future."

The 1920s were a golden age. The rallying cry at that time was "move the farmers out of the mud." You have all seen a picture in which the road was nothing more than a muddy path with a car or truck stuck in mud up to its axles.

In the 1950s, with the initiation of the interstate system and the federal highway trust fund, there was a focus on construction and new ways of doing business.

The 1960s and 1970s saw everything from the environmental movements to a change in focus on resources. Governments around the world began switching from Keynesian economics with its emphasis on employment and government spending to influence aggregate demand to being more worried about balanced budgets and deficits. They became more focused on paying for what you get, on managing systems better, and being more responsive.

As we jumped into the '90s with new emphases on intermodalism and comprehensive planning, we also evolved into the preservation era.

As we look out to 2050, what might we see? I do not know, but think about our history of evolving public/private partnerships and changes in the way we manage our systems. We may or may not endorse the evolving, possible New Zealand model with a couple of private, competing road companies owning and managing our roads, but who knows? It is going to be a very different game, and we need to be ready for it. We need to be nimble. We need to adjust. We need to adapt.


Changes in highway management are

not a recent phenomenon. For example,

at the end of the 19th century, the Good

Roads Movement was started by the

American Wheelmen, who were bicyclists.

I contend that a good asset management framework is understanding what you have, its value, what you need to do to make improvements, the marginal gains from different investments and from different things you do to that system, and the whole host of players who are involved in managing the system. You need to have an integrated focus. You need to have a database system. You need to have the engineering and economic analytical tools. You need to have the methodology to understand that system.

As we move into the 21st century, think of your organization as a multibillion-dollar corporation. Your stockholders are going to ask: What have you done with those assets? What is your rate of return? What have you gotten? What kind of marginal gains have you made with those assets? What will they be worth next year versus this year? How much have they depreciated? What is their value now? What have you done to enhance the value of your assets? What is the economic value of that system?

Now is the right time to think about it, to focus on it, to work on it.

We are working hand-in-hand with AASHTO. They have asked us to be partners. As we looked at our own organization and reorganized in January 1999, we created an infrastructure core business unit (CBU). Vince Schimmoller heads that CBU, and within that CBU, we created the Office of Asset Management, headed by Madeleine Bloom. We pulled together our economists, our engineers, and our pavement and bridge management system folks into a unit that can hopefully help the state DOTs to develop new concepts and provide technical assistance in the areas of system management and preservation.

AASHTO and FHWA are not establishing any mandates. We will work on technical products. Your shareholders and customers are the ones who are going to demand that you focus on asset management.

The shift in emphasis from "building" to "operating" systems is entirely in sync with the concept of asset management. FHWA was originally organized in the era when we were building the highway system, but now we need a stronger focus on operations. So, we pulled together our traffic management folks and our intelligent transportation systems (ITS) staff to form a new Operations Core Business Unit, headed by Christine Johnson. Within that core business unit, we created a new Office of Freight Management and Operations.

Today, a good asset management system is more important than ever before because there are more players involved in that management and we have to have the right tools. We must understand everything about our assets. We must communicate effectively because government is no longer alone in the management of public assets; we have a lot of private partners as well.

"The times, they are a-changing." It is time for asset management to be a significant part of the changing nature of state DOTs. The bottom line is that you can either be part of the change -- lead and shape it -- or follow it and perhaps be forced to live with something that will not meet your needs. The choice is yours!

Anthony R. Kane was the executive director of the Federal Highway Administration. He is a long-time advocate of integrating economic and engineering disciplines for effective asset management. He has a bachelor's degree from Rensselaer Polytechnic Institute in civil engineering, a master's degree from Northwestern University in transportation, and a doctorate of business administration from George Washington University.

March 08, 2008

Benefits of Outsourcing Facilities Management

Outsourcing is transferring business processes from one company to another. The concept is to have the management or day-to-day execution of one or more business functions performed by a third-party service provider who is already in sourcing those same business processes. A parent company uses the outside firm to provide a business function that could have been done in-house. The aim of outsourcing is to make the business or organization more competitive by staying focused on its core competencies.

Benefits of outsourcing:

• The company functions on a continuous or ongoing basis rather than on any specific single project.
• It enables companies to focus on their core business function. Outsourcing takes care of ancillary functions in part or in totality. This optimizes the company¡¯s growth based on its core or specific business.
• Reduces operating costs by focusing on major business area. This way, the capital funds always remain available for the core business instead of being diverted to other supporting portions of the business.
• Improves productivity and service by standardizing all operations and processes across your global portfolio. The outsourcing vendor manages your global portfolio comprehensively, thus increasing the lifespan of your portfolio.
• Outsourcing when taken off shore gives you access to world-class capabilities. You can leverage global resource networks to support your business. It gives you another perspective or dimension to the existing business for more efficiency.
• With the shrinking world and cross-culture across the world, it helps employees to assimilate efficiently in changing the working environment.
• It fosters and sustains an exceptional safety culture, emphasizing training and employee morale.
• If done on same premises/country, it provides an alternate career option to employees.
• Creates flexibility with the facilities to even provide support in times of industry uncertainty.
• Speeds up work, shares innovations for best practices. You can maintain competitive edge with new ideas.
• Reduces risk and increases productivity.
• Frees many resources for other purposes for enhancing or expanding your business in other directions.
• Companies can save 10-20% cost on an average with outsourcing.

Additional Benefits of outsourcing:

• Renewed focus on core business.
• Improved customer satisfaction with improved processes.
• Risk reduction due to reliance on experts and infusion of new technology.
• Project enhancement and effective cost management through financial engineering.
• Renewed opportunities for employees with skill upgrade and access to newer skills.
• Visible cost reduction and avoidance of capital investment.
• Asset conversion.

Value derived from outsourcing facility management

• Value and savings gained. This occurs during initial transfer from in- to outsource as they do the job much more cheaply because of the availability of huge manpower and similarly larger global business.
• Increased focus. The management time and resources previously used on managing the facility can be used for research and development projects.
• Increased flexibility. It can eliminate fixed overheads and physical plant ownership, thus cutting costs.

Outsourcing, besides cutting costs, can build a virtual large company with a large work base with the entrepreneur as the sole employee.

September 2021

Mo Tu We Th Fr Sa Su
Aug |  Today  |
      1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30         

Search this blog



Blog archive

RSS2.0 Atom
Not signed in
Sign in

Powered by BlogBuilder