Description
Knowledge Management: What, Why, Who, How, Where & When.....
Maintained By: SADANANDA SAHU
Knowledge Management System at Tooltech
Knowledge Management System at Tooltech 2014
401, Beta-1, Gigaspace, Viman Nagar, Pune Page 2
Contents
1. What are the Knowledge at Tooltech: ...................................................................... 2
2. How the knowledge is captured? ............................................................................ 3
3. How it is retained? ............................................................................................... 3
4. How the Knowledge transfers? ............................................................................... 4
5. Benefits of Knowledge Transfer:............................................................................. 5
This document tells about “Retaining critical organizational knowledge”.
The goal of Knowledge Management is
not to capture all knowledge, but
rather manage the knowledge that is
most important to Tooltech.
It involves applying the collective knowledge and
abilities of the entire workforce to achieve specific
organizational objectives.
Knowledge is never static. It continually gets refined
and upgraded.
1. What are the Knowledge at Tooltech:
a. How to carry out critical modeling Tasks & Activities
b. Expert / consultant guidelines or Notes
c. Review (Design Verification & Validation) Reports
d. Various Technical Literature
e. Trained Peoples
f. Policies & Procedures
g. Milestone Reviews
h. Best Practices
i. Work Instructions
j. CTQ & CTP Guidelines
k. Project Case Studies
l. In the mind of Employees
m. Data = Unorganized Facts
Information = Data + Context
Knowledge = Information + Judgment
Deliver
Enhanced
Knowledge
Capability
1
Operate
Business
2
I1
Business
Opportunities
O1
Business
Results
Lessons
Learned
Externally
Lessons Learned Internally
Documented
Knowledge Rules Processes
Technologies Facilities Capable Humans
Knowledge Management System at Tooltech 2014
401, Beta-1, Gigaspace, Viman Nagar, Pune Page 3
2. How the knowledge is captured?
a. Documenting Best Practices
b. Creating Case Studies
c. Updating/uploading the Knowledge Base in PMIS
d. Corrective & Preventive Action Reports (CAPA)
e. Continual Improvement documents (CIP)
f. Modifying & Updating Checklist
g. Specific Guidelines, Presentations, Analysis / Calculation Reports
h. Documenting of Critical Knowledge
i. Sufficient Number of Employees with Critical Knowledge
j. Re-engineered/ Eliminated/ Outsourced Skills
k. Training Needs
l. Mentoring Opportunities
m. Rotational Assignment Opportunities
n. Employee skills are regularly updated on the completion of any training.
3. How it is retained?
a. Documenting Best Practices (BP) – These documents are prepared on the
basis of Client’s work environment/platform, Methodology and are reviewed
by TL/PL before storing & sharing with other. Also made part of the dept QMS
manual.
b. Creating Case Studies – These documents are created after each project
completions and are stored and shared with concerned. Project data base
index available.
c. Updating/uploading the Knowledge Base in PMIS – As & when there are
critical information (relevance to project) arrives from any source are being
uploaded. Search index available in Touchbase.
d. Corrective & Preventive Action Reports (CAPA) – When certain needs are not
met or complaint received, CAPA review carried out and documented. After
review of CAPA report, it is shared with concerned including the client. A
register is in place to track.
e. Continual Improvement documents (CIP) – As a part of the QMS objective,
CIP are carried out and are recorded. CIP register is in place to track.
f. Specific Guidelines (SG) – Note or specific instructions received vide
Telephone, Email or Skype are put together and shared with team members/
g. Modifying & Updating Checklist – w.r.t. CAPA, BP, CIP, SG; checklists can be
modified as & when required. Records of using the checklist are well evident
throughout Tooltech.
h. Documenting of Critical Knowledge
i. Sufficient Number of Employees with Critical Knowledge – To keep a strong
bench as back-up for critical project, we train additional people and allow
them work on project. E.g. for a 5 Engineer team, 01 engineer is kept as
back-up.
j. Re-engineered/ Eliminated/ Outsourced Skills – These are situational and are
being managed as & when need arises.
Knowledge Management System at Tooltech 2014
401, Beta-1, Gigaspace, Viman Nagar, Pune Page 4
k. Training Needs – Training needs are identified vide “Performance appraisal
form”. Also request from Superior. Based on the importance & need, Trainings
being conducted.
l. Mentoring Opportunities
m. Rotational Assignment Opportunities
n. Books, Technical Literatures are also available and shared through Tooltech
library (\\dataserver2\TooltechLibrary).
4. How the Knowledge transfers?
a. The picture below says it all.
Knowledge Management System at Tooltech 2014
401, Beta-1, Gigaspace, Viman Nagar, Pune Page 5
b. At Tooltech, all of the above mentioned elements are being practiced.
c. This need becomes pressing when a valued employee is preparing to retire or
change teams or leaves Tooltech. Capturing and sharing critical knowledge
and expertise should be occurring continuously among employees
d. We in Tooltech put a lot of emphasis on continuous training (both internal as
well as external training) to develop the capability of our employees and help
them realize their potential. Our company training programs --- like creative
workshops, team excellence workshops, process improvement workouts,
forums for best practice sharing and KM workshops strongly support
capability building in the areas of knowledge creation / capture (Innovation)
and knowledge sharing. The mission of these academies is to help build within
Tooltech employees for superior business specific capabilities necessary to
deliver sustained competitive advantage and increased profitable growth.
e. Job rotations: Well-planned job (role) rotations across geographical
locations and businesses in a firm help not only people development, but also
provide an important vehicle for transfer of knowledge and best practices,
even though an organization cannot obviously depend on this as the main
source of knowledge transfer.
f. Orientation: At the stage of induction of new executives into Tooltech,
coaching and mentoring systems are meant to transfer knowledge; exposure
during training to variety of functions, units and geographical locations helps
knowledge awareness / transfer.
g. Mentoring: Employees will benefit from "Mentorship," not only during the
initial months but also for a long time after that. The role of the mentor in the
later period would be to challenge the executive to look beyond the obvious,
look for past learning and base decisions on a more informed platform.
5. Benefits of Knowledge Transfer:
a. Provides reusable documentation of the knowledge required in certain
positions or job roles.
b. Results in immediate learning and knowledge transfer when carried out by
individuals who can either use the transferred knowledge themselves or have
responsibility for hiring, training, mentoring, coaching or managing people
within an organizational unit.
c. Reduce the impact of employee departure.
d. Integrate staffing, training, job and organization redesign, process
improvements and other responses.
e. Aids in succession planning.
f. Prevent the loss of knowledge held only in employees’ heads when they leave
the organization or retire.
g. Enhance career development.
h. Increases employee morale & job satisfaction.
- - - - -
doc_987422144.pdf
Knowledge Management: What, Why, Who, How, Where & When.....
Maintained By: SADANANDA SAHU
Knowledge Management System at Tooltech
Knowledge Management System at Tooltech 2014
401, Beta-1, Gigaspace, Viman Nagar, Pune Page 2
Contents
1. What are the Knowledge at Tooltech: ...................................................................... 2
2. How the knowledge is captured? ............................................................................ 3
3. How it is retained? ............................................................................................... 3
4. How the Knowledge transfers? ............................................................................... 4
5. Benefits of Knowledge Transfer:............................................................................. 5
This document tells about “Retaining critical organizational knowledge”.
The goal of Knowledge Management is
not to capture all knowledge, but
rather manage the knowledge that is
most important to Tooltech.
It involves applying the collective knowledge and
abilities of the entire workforce to achieve specific
organizational objectives.
Knowledge is never static. It continually gets refined
and upgraded.
1. What are the Knowledge at Tooltech:
a. How to carry out critical modeling Tasks & Activities
b. Expert / consultant guidelines or Notes
c. Review (Design Verification & Validation) Reports
d. Various Technical Literature
e. Trained Peoples
f. Policies & Procedures
g. Milestone Reviews
h. Best Practices
i. Work Instructions
j. CTQ & CTP Guidelines
k. Project Case Studies
l. In the mind of Employees
m. Data = Unorganized Facts
Information = Data + Context
Knowledge = Information + Judgment
Deliver
Enhanced
Knowledge
Capability
1
Operate
Business
2
I1
Business
Opportunities
O1
Business
Results
Lessons
Learned
Externally
Lessons Learned Internally
Documented
Knowledge Rules Processes
Technologies Facilities Capable Humans
Knowledge Management System at Tooltech 2014
401, Beta-1, Gigaspace, Viman Nagar, Pune Page 3
2. How the knowledge is captured?
a. Documenting Best Practices
b. Creating Case Studies
c. Updating/uploading the Knowledge Base in PMIS
d. Corrective & Preventive Action Reports (CAPA)
e. Continual Improvement documents (CIP)
f. Modifying & Updating Checklist
g. Specific Guidelines, Presentations, Analysis / Calculation Reports
h. Documenting of Critical Knowledge
i. Sufficient Number of Employees with Critical Knowledge
j. Re-engineered/ Eliminated/ Outsourced Skills
k. Training Needs
l. Mentoring Opportunities
m. Rotational Assignment Opportunities
n. Employee skills are regularly updated on the completion of any training.
3. How it is retained?
a. Documenting Best Practices (BP) – These documents are prepared on the
basis of Client’s work environment/platform, Methodology and are reviewed
by TL/PL before storing & sharing with other. Also made part of the dept QMS
manual.
b. Creating Case Studies – These documents are created after each project
completions and are stored and shared with concerned. Project data base
index available.
c. Updating/uploading the Knowledge Base in PMIS – As & when there are
critical information (relevance to project) arrives from any source are being
uploaded. Search index available in Touchbase.
d. Corrective & Preventive Action Reports (CAPA) – When certain needs are not
met or complaint received, CAPA review carried out and documented. After
review of CAPA report, it is shared with concerned including the client. A
register is in place to track.
e. Continual Improvement documents (CIP) – As a part of the QMS objective,
CIP are carried out and are recorded. CIP register is in place to track.
f. Specific Guidelines (SG) – Note or specific instructions received vide
Telephone, Email or Skype are put together and shared with team members/
g. Modifying & Updating Checklist – w.r.t. CAPA, BP, CIP, SG; checklists can be
modified as & when required. Records of using the checklist are well evident
throughout Tooltech.
h. Documenting of Critical Knowledge
i. Sufficient Number of Employees with Critical Knowledge – To keep a strong
bench as back-up for critical project, we train additional people and allow
them work on project. E.g. for a 5 Engineer team, 01 engineer is kept as
back-up.
j. Re-engineered/ Eliminated/ Outsourced Skills – These are situational and are
being managed as & when need arises.
Knowledge Management System at Tooltech 2014
401, Beta-1, Gigaspace, Viman Nagar, Pune Page 4
k. Training Needs – Training needs are identified vide “Performance appraisal
form”. Also request from Superior. Based on the importance & need, Trainings
being conducted.
l. Mentoring Opportunities
m. Rotational Assignment Opportunities
n. Books, Technical Literatures are also available and shared through Tooltech
library (\\dataserver2\TooltechLibrary).
4. How the Knowledge transfers?
a. The picture below says it all.
Knowledge Management System at Tooltech 2014
401, Beta-1, Gigaspace, Viman Nagar, Pune Page 5
b. At Tooltech, all of the above mentioned elements are being practiced.
c. This need becomes pressing when a valued employee is preparing to retire or
change teams or leaves Tooltech. Capturing and sharing critical knowledge
and expertise should be occurring continuously among employees
d. We in Tooltech put a lot of emphasis on continuous training (both internal as
well as external training) to develop the capability of our employees and help
them realize their potential. Our company training programs --- like creative
workshops, team excellence workshops, process improvement workouts,
forums for best practice sharing and KM workshops strongly support
capability building in the areas of knowledge creation / capture (Innovation)
and knowledge sharing. The mission of these academies is to help build within
Tooltech employees for superior business specific capabilities necessary to
deliver sustained competitive advantage and increased profitable growth.
e. Job rotations: Well-planned job (role) rotations across geographical
locations and businesses in a firm help not only people development, but also
provide an important vehicle for transfer of knowledge and best practices,
even though an organization cannot obviously depend on this as the main
source of knowledge transfer.
f. Orientation: At the stage of induction of new executives into Tooltech,
coaching and mentoring systems are meant to transfer knowledge; exposure
during training to variety of functions, units and geographical locations helps
knowledge awareness / transfer.
g. Mentoring: Employees will benefit from "Mentorship," not only during the
initial months but also for a long time after that. The role of the mentor in the
later period would be to challenge the executive to look beyond the obvious,
look for past learning and base decisions on a more informed platform.
5. Benefits of Knowledge Transfer:
a. Provides reusable documentation of the knowledge required in certain
positions or job roles.
b. Results in immediate learning and knowledge transfer when carried out by
individuals who can either use the transferred knowledge themselves or have
responsibility for hiring, training, mentoring, coaching or managing people
within an organizational unit.
c. Reduce the impact of employee departure.
d. Integrate staffing, training, job and organization redesign, process
improvements and other responses.
e. Aids in succession planning.
f. Prevent the loss of knowledge held only in employees’ heads when they leave
the organization or retire.
g. Enhance career development.
h. Increases employee morale & job satisfaction.
- - - - -
doc_987422144.pdf