Quality and KnowledgeQuality and KnowledgeManagementManagement

Presented by:Presented by:Tony ClarkeTony ClarkeProgram Director, Manufacturing Career PathwaysProgram Director, Manufacturing Career PathwaysGateway Community and Technical CollegeGateway Community and Technical College

American Society for QualityAmerican Society for QualityGreater Cincinnati ChapterGreater Cincinnati ChapterSeptember 20, 2005September 20, 2005

Organizations don’t Organizations don’t create knowledge, create knowledge,

people do.people do.

Organizational Knowledge CreationOrganizational Knowledge Creation

The capability of a company as a whole The capability of a company as a whole to create new knowledge, disseminate it to create new knowledge, disseminate it throughout the organization, and embody throughout the organization, and embody it in products, services, and systemsit in products, services, and systems

Requires the initiative of the individual Requires the initiative of the individual and the interaction within a groupand the interaction within a group

Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

Organizational Knowledge CreationOrganizational Knowledge Creation

Tacit and explicit knowledgeTacit and explicit knowledge Knowledge spiralKnowledge spiral Core of knowledge creation is at the Core of knowledge creation is at the

group levelgroup level The organization provides the enabling The organization provides the enabling

conditionsconditions Is nonlinear and interactiveIs nonlinear and interactive

Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

Hypertext OrganizationHypertext Organization

Three layers whose interaction allows the Three layers whose interaction allows the creation and accumulation of knowledgecreation and accumulation of knowledge Business layer - the traditional hierarchyBusiness layer - the traditional hierarchy

Acquires, accumulates and exploits explicit knowledgeAcquires, accumulates and exploits explicit knowledge

Project teams - Task forceProject teams - Task force Creates new knowledgeCreates new knowledge

Knowledge base – Not an organizational entityKnowledge base – Not an organizational entity Recategorizes and reconceptualizes knowledge generated Recategorizes and reconceptualizes knowledge generated

from the other layersfrom the other layers Corporate vision and cultureCorporate vision and culture TechnologyTechnology

Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

Hypertext OrganizationHypertext Organization

Knowledge-base layer

Business-system layer

Project-team layer

Collaboration between teams to promote knowledge creation

Teams are loosely coupled around organizational vision

Team members form a hyper network across business systems

Dynamic knowledge cycle continuously creates, exploits and accumulates organizational knowledge

High accessibility to knowledge base by individual members

Corporate vision, organizational culture, technology, databases, etc.

Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

Basic PremisesBasic Premises

KnowledgeKnowledge A change in the range of potential behaviorsA change in the range of potential behaviors

Organizational learning systems and Organizational learning systems and knowledge management systemsknowledge management systems All organizations have organizational learning / All organizations have organizational learning /

knowledge management systemsknowledge management systems Quality management provides the context for Quality management provides the context for

an organization’s organizational learning / an organization’s organizational learning / knowledge management systemknowledge management system

Quality ManagementQuality Management

Interacts with knowledge management at Interacts with knowledge management at two levels and across two dimensionstwo levels and across two dimensions

Lev

el o

f W

ork

CurrentPractices

FuturePractices

DailyProcessImprovement

QualitySystem

Timeframe

Quality ManagementQuality Management

Interacts with knowledge management at Interacts with knowledge management at two levels and across two dimensionstwo levels and across two dimensions

PDCA cycle and other current quality

management techniques and tools

Lev

el o

f W

ork

CurrentPractices

FuturePractices

DailyProcessImprovement

QualitySystem

Daily Process Improvement and Current Daily Process Improvement and Current PracticesPractices

Builds knowledgeBuilds knowledge PDCA cyclePDCA cycle

Plan

Check Do

Act StateHypothesis

CheckResults

TestHypothesis

Draw Conclusions

• Builds knowledge– Scientific Method

Quality ManagementQuality Management

Interacts with knowledge management at Interacts with knowledge management at two levels and across two dimensionstwo levels and across two dimensions

PDCA cycle and other current qualitymanagement techniques and tools

Lev

el o

f W

ork

CurrentPractices

FuturePractices

DailyProcessImprovement

QualitySystem

- Provides structural and behavioral worlds- Replication- Documentation

Quality System and Current Quality System and Current PracticesPractices

StructuralStructural Channels of communicationChannels of communication Information systemsInformation systems Physical environmentPhysical environment Procedures and routinesProcedures and routines Systems of incentivesSystems of incentives

BehavioralBehavioral The qualities, meanings and feelings that habitually The qualities, meanings and feelings that habitually

condition patterns of interaction within an condition patterns of interaction within an organizationorganization

Quality System and Current PracticesQuality System and Current Practices

ReplicationReplication Sharing “best practices”, process Sharing “best practices”, process

improvement ideas between entities – improvement ideas between entities – plants, shifts, departments, locationsplants, shifts, departments, locations

OvercomingOvercoming Not Invented HereNot Invented Here We’re special We’re special We’ve already tried thatWe’ve already tried that Fear of appearing that you can’t solve your own Fear of appearing that you can’t solve your own

problemsproblems

Quality System and Current PracticesQuality System and Current Practices

DocumentationDocumentation The identification, documentation and The identification, documentation and

dissemination of a better waydissemination of a better way When should a better way be standardizedWhen should a better way be standardized How do we update our documentsHow do we update our documents How do we quickly and completely disseminate How do we quickly and completely disseminate

the new documentation so that it is implementedthe new documentation so that it is implemented

Xerox’s Eureka DatabaseXerox’s Eureka Database Knowledge dissemination for Service repsKnowledge dissemination for Service reps Create a database to preserve ideas over time and deliver Create a database to preserve ideas over time and deliver

them over spacethem over space Established a user based process to help capture best Established a user based process to help capture best

practicespractices A rep submits a suggestion to a local expertA rep submits a suggestion to a local expert Together, they refine the tipTogether, they refine the tip Then it is submitted to a centralized review process by business Then it is submitted to a centralized review process by business

unitunit Reps and engineers review the tips and call in product experts to Reps and engineers review the tips and call in product experts to

resolve doubts and disputesresolve doubts and disputes Some are accepted / rejected / duplicates that are eliminatedSome are accepted / rejected / duplicates that are eliminated

Accepted tips are placed in the database for worldwide access Accepted tips are placed in the database for worldwide access over the webover the web

Reps using the system know the tips and database is Reps using the system know the tips and database is relevant, reliable and probably not redundantrelevant, reliable and probably not redundant

No rewards for tips – names are attached to tips - social No rewards for tips – names are attached to tips - social capital within workplace communitycapital within workplace community

Brown, J. S. & Duguid, P. (2000). “Balancing Act: How to Capture Knowledge Without Killing It.” Harvard Business Review. May-June. pp. 73-80.

Quality Management and Knowledge Quality Management and Knowledge ManagementManagement

QM employs tools to learn and build knowledge QM employs tools to learn and build knowledge in daily process improvement efforts.in daily process improvement efforts.

QM provides the structure and behavioral world QM provides the structure and behavioral world that impacts the organization’s learning and that impacts the organization’s learning and knowledge management system.knowledge management system.

QM uses tools to manage the quality QM uses tools to manage the quality management system that also manage management system that also manage knowledge and allow organizations to learn.knowledge and allow organizations to learn.

KM provides another set of challenges for QM KM provides another set of challenges for QM professionalsprofessionals

Knowledge Management Skills for the Knowledge Management Skills for the Quality ProfessionalQuality Professional

Current SkillsCurrent Skills Daily tools – PDCA cycleDaily tools – PDCA cycle Structural and behavioral worldStructural and behavioral world ReplicationReplication DocumentationDocumentation

Future SkillsFuture Skills Using current skills for both tacit and explicit knowledgeUsing current skills for both tacit and explicit knowledge Improving how to improve process improvementImproving how to improve process improvement Facilitation of knowledge sharingFacilitation of knowledge sharing

EventsEvents Communities-of-practiceCommunities-of-practice Behavioral worldBehavioral world

Quality ManagementQuality Management

Interacts with knowledge management at Interacts with knowledge management at two levels and across two dimensionstwo levels and across two dimensions

PDCA cycle and other current qualitymanagement techniques and tools

Lev

el o

f W

ork

CurrentPractices

FuturePractices

DailyProcessImprovement

QualitySystem

- Provides structural & behavioral worlds- Replication- Documentation

- Improving how to improve process improvement- Tacit and explicit knowledge

Daily Process Improvement and Daily Process Improvement and Future PracticesFuture Practices

Improving how to improve process Improving how to improve process improvementimprovement Improve processesImprove processes

Increase customer satisfaction through QFDIncrease customer satisfaction through QFD Reducing defects through Six SigmaReducing defects through Six Sigma Eliminating waste through lean operationsEliminating waste through lean operations

Improve how to improve processesImprove how to improve processes How do we do QFD better?How do we do QFD better? How do we do Six Sigma better?How do we do Six Sigma better? How do we do lean better?How do we do lean better?

Daily Process Improvement and Daily Process Improvement and Future PracticesFuture Practices

Tacit knowledge - Knowledge that is Tacit knowledge - Knowledge that is Hard to articulateHard to articulate Defies documentationDefies documentation Is interwoven into actionIs interwoven into action

Explicit knowledge - Knowledge that isExplicit knowledge - Knowledge that is Easy to articulateEasy to articulate Can be documentedCan be documented Can be understood separate from actionCan be understood separate from action

Four Modes of Knowledge Four Modes of Knowledge CreationCreation

Socialization Externalization

CombinationInternalization

Tacit Knowledge

TO

Explicit Knowledge

Tacit Knowledge

Explicit Knowledge

FROM

Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

Cross-leveling of knowledge Cross-leveling of knowledge within Matsushitawithin Matsushita

Company

Division

Team

Home Bakery

Easy & Rich

Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

First Cycle of the Home First Cycle of the Home Bakery SpiralBakery Spiral

Sharingtacit

knowledgeamong thepilot teammembers

Creatinga concept (i.e., basic

productfeatures

Justificationagainst

“Easy & Rich”

Building a prototypethat baked bread

overcooked outsideand raw inside

To the second cycle

Socialization Externalization Combination

Internalization

Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

Second Cycle of the Second Cycle of the Home Bakery SpiralHome Bakery Spiral

Sharing tacitknowledge,

Ikuko Tanaka’s apprenticing

with thehead baker

Creating theconcept of

“Twisting Stretch”

Justificationagainst

“Easy & Rich”

Building a prototype

with special ribs

To the third cycle

Socialization Externalization Combination

Internalization

Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

Third Cycle of the Home Third Cycle of the Home Bakery SpiralBakery Spiral

Sharing tacit knowledge

among the commercialization

team

Creating theconcept of“Chumen”

Justificationagainst cost andquality

requirements

Building the prototypeHome Bakery

To the Cross-leveling of Knowledge

Socialization Externalization Combination

Internalization

Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

Three Cycles of the Home Bakery Three Cycles of the Home Bakery SpiralSpiral

Ikuko Tanakaapprenticesherself with

the head baker

“TwistingStretch”

“Easy & Rich”Prototype

withspecial ribs

among thecommercialization

team members

“Chumen”Cost &quality

requirements

PerfectedHome Bakery

To the Cross-leveling of Knowledge

Justifyingthe conceptsagainst

among thepilot teammembers

Basicproductfeatures

“Easy & Rich” An aborted prototype

Sharing tacit knowledge

Creatingconcepts

Building archtypes

Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

Cross-leveling of knowledge Cross-leveling of knowledge within Matsushitawithin Matsushita

Company

Division

Team

Home Bakery

Easy & Rich

Human Electronics

Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.

Quality ManagementQuality Management

Interacts with knowledge management at Interacts with knowledge management at two levels and across two dimensionstwo levels and across two dimensions

PDCA cycle and other current qualitymanagement techniques and tools

Lev

el o

f W

ork

CurrentPractices

FuturePractices

DailyProcessImprovement

QualitySystem

- Provides structural & behavioral worlds- Replication- Documentation

- Provides structural & behavioral worlds- Communities-of-Practice- Knowledge Events

Tacit and explicit knowledge

Quality System and Future Quality System and Future PracticesPractices

Knowledge Sharing EventsKnowledge Sharing Events Knowledge fairsKnowledge fairs Quality needs to be involved as a participant Quality needs to be involved as a participant

and a supporterand a supporter

Knowledge Sharing Communities-of-Knowledge Sharing Communities-of-PracticePractice Facilitate and grow QM communitiesFacilitate and grow QM communities Support and participate in other communitiesSupport and participate in other communities

Quality and Knowledge Quality and Knowledge ManagementManagement

Coexist and overlap to deliver improved organizational Coexist and overlap to deliver improved organizational performanceperformance

Quality professionals must use their current skills and learn Quality professionals must use their current skills and learn new skills to be effective in knowledge-based organizationsnew skills to be effective in knowledge-based organizations

PDCA cycle and other current qualitymanagement techniques and tools

Lev

el o

f W

ork

CurrentPractices

FuturePractices

DailyProcessImprovement

QualitySystem

- Provides structural and behavioral worlds- Replication- Documentation

- Provides structural and behavioral worlds- Communities-of-Practices- Knowledge Events

Tacit and explicit knowledge