Book review entries
July 11, 2016
- Some Guiding Principles of Knowledge Management
- Not rated
A navigation technique is to look at the stars to tell you where you are. Similarly, we must use a powerful new "knowledge lens" in order to navigate or manage our companies. But we can't manage knowledge in a traditional way.
Always changing, knowledge is more organic than mechanical.
Below is the 12 principles about knowledge by Verna Allee (2009).
1. Knowledge is messy. Because knowledge is connected to everything else, you can't isolate the knowledge aspect of anything neatly. In the knowledge universe, you can't pay attention to just one factor.
2. Knowledge is self-organizing. The self that knowledge organizes around is organizational or group identity and purpose.
3. Knowledge seeks community. Knowledge wants to happen, just as life wants to happen. Both want to happen as community. Nothing illustrates this principle more than the Internet.
4. Knowledge travels via language. Without a language to describe our experience, we can't communicate what we know. Expanding organizational knowledge means that we must develop the languages we use to describe our work experience.
5. The more you try to pin knowledge down, the more it slips away. It's tempting to try to tie up knowledge as codified knowledge-documents, patents, libraries, databases, and so forth. But too much rigidity and formality regarding knowledge lead to the stultification of creativity.
6. Looser is probably better. Highly adaptable systems look sloppy. The survival rate of diverse, decentralized systems is higher. That means we can waste resources and energy trying to control knowledge too tightly.
7. There is no one solution. Knowledge is always changing. For the moment, the best approach to managing it is one that keeps things moving along while keeping options open.
8. Knowledge doesn't grow forever. Eventually, some knowledge is lost or dies, just as things in nature. Unlearning and letting go of old ways of thinking, even retiring whole blocks of knowledge, contribute to the vitality and evolution of knowledge.
9. No one is in charge. Knowledge is a social process. That means no one person can take responsibility for collective knowledge.
10. You can't impose rules and systems. If knowledge is truly self-organizing, the most important way to advance it is to remove the barriers to self-organization. In a supportive environment, knowledge will take care of itself.
11. There is no silver bullet. There is no single leverage point or best practice to advance knowledge. It must be supported at multiple levels and in a variety of ways.
12. How you define knowledge determines how you manage it. The "knowledge question" can present itself many ways. For example, concern about the ownership of knowledge leads to acquiring codified knowledge that is protected by copyrights and patents.
Definition of Knowledge Management Principles:
Knowledge management principles are an enduring set of guidelines for managing knowledge that are established by an organization, program or team.
Below is some principles about knowledge managementI picked up from Anna Mar (2013):
1. Knowledge is a Valuable Asset
2. Knowledge is Stored in A Central Repository
One of the biggest problems that knowledge management programs face is islands of knowledge. Teams and individuals have a tendency to horde knowledge in their own makeshift repositories. This principle makes it clear that everything goes into one central repository. Your knowledge repository (e.g. enterprise content management system) should allow teams and users to create their own knowledge spaces.
3. Knowledge is Quality Controlled
For example, quality guidelines may state that document authorship (who contributed to knowledge) be captured.
4. Knowledge is Decentralized
Most knowledge management responsibilities lie with those teams closest to the knowledge. Never centralize all knowledge management processes.
5. Knowledge is Social
Knowledge that sits on a shelf has no value. The value of knowledge depends on communication and socialization. The creation, assessment, improvement and use of knowledge is largely a social process.
6. Knowledge is Shared
A primary goal of knowledge management is to facilitate the sharing of knowledge. Encourage your organization to share (e.g. lunch and learn sessions).
7. Knowledge is Accessible
Knowledge is more valuable when it's accessible to a wide audience. Privacy and confidentiality prevent most organizations from sharing all knowledge. However, it's important to set the expectation that a valid reason is required to restrict access. The concept of accessibility also addresses access to knowledge for individuals with disabilities or special needs.
8. Knowledge is Secured
Knowledge is your most valuable information. It's critical that information security best practices be followed for knowledge management processes and tools.
9. Work Produces Knowledge
Set the expectation that every program, project, process and initiative is expected to generate knowledge. In some organizations, every meeting is expected to generate knowledge.
10. Knowledge is Improved
Knowledge that isn't improved quickly loses it's value. Knowledge management is a process of continual improvement.
- Asset Management Excellence: Optimizing Equipment Life-Cycle Decisions
- Not rated
Notes I made from Asset Management Excellence: Optimizing Equipment Life-Cycle Decisions
1. Life Cycle Asset Management (LCAM) is an integrated approach to optimizing the life cycle of your assets beginning at conceptual design, continuing through shut down and decommissioning. Thorough planning, analysis and timely execution allow appropriate data-driven decision-making to occur and enable LCAM to deliver optimum:
Operating and maintenance strategies
Reliability engineering processes
Work control/planning and scheduling processes
Equipment criticality and hierarchy in the appropriate enterprise resource system format
Purchasing and stores processes
Start up and commissioning plan
Executive dashboards with performance baselines and targets
2. Three foundational elements must be in place to support life cycle asset management:
Management Strategy, Optimum Organizational Design and Long-term Asset Planning.
3. Life cycle phases of process asset systems
4. RADAR-based maintenance phrase/framework
5. Asset management is often one of the last options to maximise cost savings in a competitive global economy due to its intrinsic complexity, especially in many developing countries. Asset management in the process industry must consider the commissioning, operational and end-of-life phases of physical assets when commencing a design and implementation project. However, current asset management models show inefficiencies in terms of addressing life cycle costs comprehensively, as well as other aspects of sustainable development. An asset life cycle management (ALCM) model is subsequently proposed for assets in the process industry, which integrates the concepts of generic project management frameworks and systems engineering with operational reliability in order to address these inefficiencies.
Reference: D. Campbell, J., K.S. Jardine, A. and McGlynn, J. (2010). Asset Management Excellence: Optimizing Equipment Life-Cycle Decisions. 2nd ed. CRC Press, pp.11-30, 161-163, 301-305.
July 09, 2016
- How to turn big data into smart data
- Not rated
Match business drivers to asset management goals
Asset management Goal-----------------------------Business driver
Compliance & Integrity------------------------->License to operate (Business continuity)
Asset Output-------------------------------------------->OEE (Delivery)
Cost----------------------------------------------->Reduce maintenance costs (Profitability)
Asset lifetime------------------------------------------->Lifetime extension (Sustainability)
Innovation------------------------------------->Adapt to new technology (Build the future)
The biggest challenge in manufacturing process is the balance between technologies, people and how the work will be performed and results are being measured. (Find the balance between people, processes and performance.)
Questions that needed to be awared of:
Are people going to accept work processes that are based on data?
Will they accept technology that changes their daily routine?
Technology that shows them their needs from a different perspective? (Which actually helps them to perform more efficient but forces them to look at their work process in a different way).
In all, to make this all work, human input is essential.
July 06, 2016
- Literature review on Asset Life Cycle Management
- Not rated
The main task in managing assets of any kind is not so much the assets themselves. Rather, it is the value that the particular asset delivers to the enterprise over the whole of its life or what is more commonly called the “asset life-cycle”.
- Careful Need identification (talking to the people who will be operating or using the asset)
- Planning what is expected from it once acquired
To plan exactly how the asset is to be used and what goals for utilization need to be set.
- Design effort (to see what minimum purchase specifications should be or any design additions perhaps)
Any modification is often much more cost-effective here than trying to make modification after the purchase and commissioning phase.
- Procurement or purchasing based on the previous three steps
For example, any guarantee, warrantee or other contractual terms that may be important.
- Commissioning or properly installing to make sure that the business gets everything promised in the purchase contract
In this phase the organization makes sure the asset is fit-for-purpose.
- Operating, maintaining and monitoring the asset on a continual basis
Depending on the asset, this phase may go from months to years or even decades and the business therefore needs to have a very planned use and maintenance approach.
- Modifying the asset or upgrading it if possible and if this makes good commercial sense
This is often cheaper than replacing the asset completely although eventually a new version of an asset will prove to be the better overall option.
- Decommissioning or retiring/disposing of the asset so that it can be appropriately replaced
At the end of their useful life or when the cost of operating or maintaining them becomes too high, assets need to be planfully retired and properly disposed of.
June 29, 2016
- THE FIFTH DISCIPLINE- THE ART AND PRACTICE OF THE LEARNING ORGANIZATION (Peter M. Senge, 20014)
- Not rated
SUMMARY OF DISCIPLINES OF THE LEARNING ORGANIZATION
l Personal Mastery.
It is the mental foundation of an organization. It means every member should understand their goals, be concentrate and keep patient. The stronger willingness on study that members have, the stronger organization will be.
l Systems Thinking.
Systems thinking require member have a clear big picture of the long-term development of the company. It leads people to view things as a whole, which help people to have better analysis both for static and dynamic.
l Mental Models.
Improving mental models is quite complicated, because it asks members to express what they really think in their heart, and encourage open mind and brain storming. Hence, the suggested solutions here can be workshop?
l Building Shared Vision.
It requires all members share a same value and goals. With the help of the shared vision, people will have more passion in work.
It contains three dimensions: personal vision, team vision, organization vision.
l Team Learning.
According to different members’ characters, different member can learn what they want during the working process. Deep conversation is preferred. Personal views are encouraged. In addition, team learning is more important than personal learning. Members should be united. (Similar to Building shared vision)
Overall review: The most important concept I learn from the five disciplines of the learning orgnization is about "attitude" on learning. It is a critically intangible value for the organization. "Working while learning" is more than just enjoying your job. It is more about a sense of fulfilment of your life. This five disciplines are a very high level situation that requires employees and employers to keep this mindset all life long. I think the difficulty for utilizising this concept in China is most employees are busy in earning a living and they do not have the luxury or unable to realize the importance of the learning orgnazation. However, recently, more and more SMEs in China with young leaders show the potential of utilizing the five disciiplines of the learning orgnazations.
June 07, 2016
- Notes of Knowledge Management in Theory and Practice
KM for Individuals, Communities, and Organizations
Knowledge management provides benefits to individual employees, to communities of practice, and to the organization itself. This three-tiered view of KM helps emphasize why KM is important today (see Figure 1-6).
For the individual, KM:
■ Helps people do their jobs and save time through better decision making and problem solving.
■ Builds a sense of community bonds within the organization.
■ Helps people to keep up to date.
■ Provides challenges and opportunities to contribute.
For the community of practice, KM:
■ Develops professional skills.
■ Promotes peer-to-peer mentoring.
■ Facilitates more effective networking and collaboration.
■ Develops a professional code of ethics that members can follow.
■ Develops a common language.
For the organization, KM:
■ Helps drive strategy.
■ Solves problems quickly.
■ Diffuses best practices.
■ Improves knowledge embedded in products and services.
■ Cross-fertilizes ideas and increases opportunities for innovation.
■ Enables organizations to stay ahead of the competition better.
■ Builds organizational memory.
June 03, 2016
- Successful Knowledge Management Projects
Notes and ideas I generated from the paper "Successful Knowledge Management Projects" (Thomas H., David W. and Michael C., 1988)
1. Well-organized documentation is a must.
2. Build an expert networks to support NPI.
3. More communication & Build knowledge transfer team.
4. Enhance knowledge environment by increasing awareness of knowledge.
5. Create a “decision audit” program.
6. Limitation: heavy workload
7. Managing knowledge as other asset on balance sheet. Ex: audit intellectual capital
In addition, try to take advantage of effective use of knowwledge assets over time.
9. Develop a knowledge-friendly culture. Ex: formal & face-to-face knowledge transfer program
(Limitation: do not provide insights into how to allocate knowledge management resources)
10. Key success factors of knowledge project:
-Link to economic performance or industry value
-Technical and organizational infrastructure
-Standard and flexible knowledge structure
-Clear purpose and language
-Change in motivational practices
-Multiple channels for knowledge transfer
-Senior management support
Thomas H., D., David W., D. and Michael C., B. (1988). Successful Knowledge Management Projects. Sloan Managemenl Review, pp.43-56.