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![Page 1: Knowledge Management Practical Ideas and Approaches Maryanne Ward, PACCAR Technical Center maryanne.ward@paccar.com 12479 Farm to Market Road Mount Vernon,](https://reader031.fdocuments.net/reader031/viewer/2022013100/5514eca4550346b0478b5ca3/html5/thumbnails/1.jpg)
Knowledge ManagementPractical Ideas and ApproachesPractical Ideas and Approaches
Maryanne Ward, PACCAR Technical Center
[email protected] Farm to Market RoadMount Vernon, WA 98273
360-757-5402
Accessing International Transportation Resources
WorldwideJuly 2001, St. Petersburg, FL
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The Context
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Selected Projects
• Standards HarmonizationStandards Harmonization
• Graphic SymbolsGraphic Symbols
• Engine EmissionsEngine Emissions
• Incident ReportingIncident Reporting
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Consider in context of...
•Management
•Organizational/cultural aspects
•Technologies
•Employee acceptance/involvement
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Corporate Standards Expertise Group
Charter
...to focus on concepts, approaches, and methods to create, capture, maintain, control, distribute, and translate knowledge and data into global standards...
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Standards Harmonization Expertise Group
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Standards HarmonizationKey Issues/Challenges
Management
Directive from top, few specificsInitially one mid-level “manager-champion”Investment level varied widely among unitsUse of experts’ time an issueExisting structures varied widelyPro-active vs re-active (czar vs support)Budget
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Standards HarmonizationKey Issues/Challenges
Organizational/Cultural
Widely differing philosophiesAuthorityGovernance“Committee” vs “representatives”Varying technical competenceWho are “key experts”Verbal/written communication skillsTradition of division independenceNits
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Standards HarmonizationKey Issues/Challenges
Technical
Content expertiseCommunications/collaborationExpensive software tools unnecessaryDatabase/publishing/docmgt/web skills already in placeISO standards guidelinesLibrary licenses external standards, provides crucial research
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Standards HarmonizationKey Issues/Challenges
Employee Acceptance
Involved “right” people from startEstablished open processSlow but thoroughService orientationCSEG members worked with own unitCollaborate rather than dictate
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Standards HarmonizationKey Issues/Challenges
Results to date
Per mgt, satisfactory number of standardsSturdy platform for futureBest knowledge globally appliedStandards called out on drawings, PO’sStandards Engineer role improvedHelp sought by Manufacturing/CAD/CAMSlow but steady; institutionalizedViewed as “umbrella” for enabling
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Graphic Graphic Symbols
Symbols
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Graphic Symbols Low human, high tech
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Graphic SymbolsKey Issues/Challenges
Management
No actual directive - bottom upWeak interest but no oppositionOK as “spare time” projectStandards Group crucial to “make happen”
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Graphic SymbolsKey Issues/Challenges
Organizational/Cultural
•Grew out of annoyance, “bottom up”•Very low priority--took about two years•Weak planning•“Right” people not involved at start•Governance•“European” knowledge crucial, but weak involvement initially
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Graphical SymbolsKey Issues/Challenges
Technical
•Poor mix of skills initially•Varying formats, different CAD systems•Multiple symbols for similar application•Large unmanageable Word file•Database created late in process •Crucial ISO standard revised midway•Technical Library support crucial
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Graphical SymbolsKey Issues/Challenges
Employee Acceptance
•Positive so far - saves hassle, time•Crucial buy-in from key UK ergonomist•Governing document approved•Attention procured! Now want changes•Full implementation will be slow•Transition will need to be managed
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Emissions Low tech, high Emissions Low tech, high humanhuman
Engine Engine
suppliers
suppliers
accessory
accessory vendorsvendors
O.E.M.O.E.M.
supplierssuppliers
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Emissions
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EmissionsKey Issues/Challenges
ManagementHighly directive, specific, and ongoing
OrganizationalComplex: Multiple players, “insiders/outsiders”
TechnicalWeb skills, esp. homepage as a “portal”Secure permissions from IT group
Employee AcceptanceHigh efficiency, lowers annoyance, promotes openness
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Incident Reporting High tech, High Incident Reporting High tech, High humanhuman
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Incident ReportingKey Issues/Challenges
Management
•Directive from client •Had to react, but how? •Formed team•Gave directives at crucial moments•Provided budget
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Incident ReportingKey Issues/Challenges
Organizational/Cultural
•Low consensus•“Best way is my way”•No cohesive existing group•Low team skills•Low cross-group leadership skills•Little experience with workflow cross-group approaches
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Incident ReportingKey Issues/Challenges
Technical
•Good basic software•Not just software! Cameras...•Low experience with databases•End users dispersed geographically - had to be trained
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Incident ReportingKey Issues/Challenges
Employee Acceptance
•Low at our end; high at client end•After two years, OK all around•Method now used for similar applications
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Keys to Success• No strong management oppositionNo strong management opposition
• Base on cost/benefit, real needBase on cost/benefit, real need
• Right players, right skills, right Right players, right skills, right timingtiming
• Approach depends on nature of Approach depends on nature of info + end-useinfo + end-use
• Foster “open” cultureFoster “open” culture
• Team & enabling skills crucialTeam & enabling skills crucial
• AnticipateAnticipate
• CommunicateCommunicate
• Use librarians’ info mgt skillsUse librarians’ info mgt skills
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“Knowledge Management isthe discipline concerned with how an organization's intellectual assets are exploited for greater productivity and increased competitiveness”
From: Kent State University course description
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Knowledge ManagementPractical Ideas and ApproachesPractical Ideas and Approaches
Maryanne Ward, PACCAR Technical Center
[email protected] Farm to Market RoadMount Vernon, WA 98273
360-757-5402
Accessing International Transportation Resources
WorldwideJuly 2001, St. Petersburg, FL