WAVERIDERS ASSET AND KNOWLEDGE MANAGEMENT MEETING THE EUROPEAN EXCELLENCE MODEL CRITERIATeam B2: James, Lydia, Nadia, Nazish, Sabrina, Zain

Agenda Introduction to Knowledge and Asset

management. Development of Knowledge

management plan. EFQM Knowledge management

criteria. Implementation framework. Proposal plan for improvements.

Development of Asset management plan. EFQM Asset management criteria. Proposal plan for future

improvements.

AN INTRODUCTION TO KNOWLEDGE AND ASSET MANAGEMENT

Knowledge managementPractice of collecting, managing, sharing and updating the knowledge resources of an organization.

Types of Knowledge Explicit knowledge organizational memory Is available for employeesTacit Knowledge Is personal knowledge possessed

by an employee (Nonaka, 1989)

Source: IBM's T.J. Watson Research Center website

BENEFITS• Successful leaders• A common sense of purpose• Constant change• Engaged and motivated stakeholders• An upward flow of ideas• Efficient data use • Effective operation• Pride and the desire driving improvement• Minimal fire-fighting / recurring problems• Innovation• Excellent results, including good financial performance

Asset managementContents: Facilities, Health and Safety, Security, Environmental, Life-cycle management, Maintenance, Resource utilization

Operating a group of assets over the whole technical life-cycle guaranteeing a suitable return and ensuring defined service and security standards

(Schneider et al, 2006).

Benefits Focus on the triple

bottom line – Economic, Environmental & societal.

Advance of technology & design.

Growth in market share. Regulations and the law. To remain competitive. Higher customer

expectations

DEVELOPING WAVERIDERS KNOWLEDGE MANAGEMENT PLAN

Knowledge in excellent organizations

A strategy for knowledge management which satisfies the overall strategy of the company.

Accurate & sufficient information for leaders for effective decision making.

Effective sharing of knowledge. People have access to information and

knowledge. Opportunities for innovation.

Reference: EFQM Excellence model

2010 (4e)

Implementation frameworkAnalyze the existing infrastructure

Audit existing knowledge assets and system

Design the knowledge management team

Create the knowledge management blueprint

Develop the knowledge management systemDeploy using the result driven incremental

methodology

Evaluate performance and incrementally refine the KMS

Design knowledge management infrastructure

Align knowledge management and business strategy

Manage change and cultureSource: Tiwana, A. (2000).

Analysis of Waveriders existing KM infrastructure

People: o No knowledge cultureo Departmental barrierso No training program IT: o No knowledge repositoryo No intranet

Processes: o No documentation of the processes

External: o No customer feedback o Limited information about competitorso Lack of information about potential suppliers

Alignment of knowledge management with business strategy

Strategy of Waveriders: Increase market share in Europe

Effective management of information about the new market

Improvement in the knowledge culture

Training of new people

Improvements in IT

Cultural changes

Improvements in Waveriders knowledge management

People: Breaking down barriers through investing on people with effective learning system Involvement and commitment from top level managers Create knowledge culture through effective communication Improve the existing environment through employee feedback and lesson learned IT: Intranet , forum for employees Website-newsletters, blogs for external users and customers Software updates, central system with data/information CRM system enter External (companies, suppliers, customers): Further research for competitors Customer feedback Research for better suppliersProcesses: Working Manual SOP (standardization of operations)of processes.

Satisfaction of EFQM criteriaThe

ImprovementsEffective sharing

Information to Leaders

People’s access

Opportunities for Innovation

Invest on people - Potential trainers

√ √ √

Feedback(int./ext.

customers)

√ √ √ √

Documents - Process

standardization

√ √

Knowledge culture

√ √ √ √

Training (IT & process/operatio

n)

√ √ √ √

Communication & effective meetings

√ √ √ √

Top level – barriers are broken down

√ √ √ √

IT improvements √ √ √ √More external

info√ √ √ √

Implementation frameworkAnalyze the existing infrastructure

Audit existing knowledge assets and system

Design the knowledge management team

Create the knowledge management blueprint

Develop the knowledge management systemDeploy using the result driven incremental

methodology

Evaluate performance and incrementally refine the KMS

Design knowledge management infrastructure

Align knowledge management and business strategy

Manage change and culture

Next steps Source:

Tiwana, A. (2000).

WAVERIDERS PLAN FOR ASSET MANAGEMENT

AM Design Phase

STEP 1: Education

STEP 2: Assessment

STEP 3: Strategy Development

STEP 4: Design

Educate executives and employees on AM best practice concepts

Business case and Gap Analysis

Align vision and strategy to AM Programme or vice versa

Design the AM programme

Source: R. Lutchman (2006)

Assessment PhaseA facilitated exploration of the current state by recognising the present state of the business.

ASSETS

PEOPLE

PROCESSES

• Assets at WaveRiders?• Conditions of assets?• Return on net assets?• Technological assets?• Knowledge management

around assets?• Organisational design?• Training programmes?• Skills, job roles, responsibilities

and descriptions?• Team work• Performance management• Continuous improvement• Work processes: Planning,

Design and Constructions; Financing, Materials management, operations management, maintenance.

• Customer service.• Service level agreements.

Assessment PhaseHere, the assumptions on the current state of WaveRiders are presented based on the three criteria for success.

ASSETS PEOPLE PROCESSESFACILITIES Obsolete assets

presentNo facilities manager No Facilities

Management process documentation.

SECURITY No ID/Pass cards issuedInternet security not robust enough.

Poor understanding of security requirements.Limited Security personnel

No security audits in place.

HEALTH & SAFETY Assets need H&S checks.Rusty tools

H&S training lacking- H&S ‘Six-Pack’Health problems due to air and noise pollution.

Outdated H&S programme.

ENVIRONMENT Tools and equipment cause inefficiency and waste.

Lack of training on need for recycling and waste reduction.

Air and Noise pollution caused by production methods.

LIFE CYCLE MGT. Functional requirements not fully defined – system definition/ Invaluable assets

Lack of involvement of all employees.No efforts for innovation.

No documented processes.Need to apply Reverse-Logistics at disposal.

MAINTENANCE Poorly maintained infrastructure

No maintenance culture

Reactive maintenance employed.

RESOURCE UTILISATION

High inventory Wasteful employment of raw materials

Demand Schedule outdated.

AM Strategy DevelopmentSeeks to build a guiding coalition, through alignment, development of a vision and mission for asset management and a mandate for change.

Strategy of Waveriders: Increase market share in Europe

Effective management of assets.

Reorganization of departments.

Investment in people

Technological improvements.

Cultural changes

AM Strategy DevelopmentSeeks to build a guiding coalition, through alignment, development of a vision and mission for asset management and a mandate for change.

CHANGE STRATEGIESFACILITIES •Hire a Facilities Manager.SECURITY •Install CCTV, Issue Pass/ID cards to all staff

•Install security systems.HEALTH & SAFETY •Development of the H&S Six pack programme at WaveRiders.

•Recycle rusty tools and purchase new tools.ENVIRONMENT •Provide employees with correct safety equipment.

•Install recycling bins at all levels of organisation.•Use environmentally friendly equipment.

LIFE CYCLE MGT. •Instil a ‘whole-life’ culture in the approach to assets through involvement of employees at all levels.•Development and review of life cycle documentation and reverse logistics process.

MAINTENANCE •Proactive maintenance plan required.RESOURCE UTILISATION

•Revise schedules.•Improve marketing of goods to customers.

Training programmes for all staff will be implemented for each asset category.All these change strategies are aligned to the WaveRiders strategic

objectives:•Expansion in Europe, Technological Investments, Organisational restructure and Cultural change

Designing the AM Programme Workshops required to develop:Current process documentation

Desired business processesDesign solutions & recommendations

Communication plan

Implementation Plan

References: R. Lutchman 2006

Assets in excellent organizations

Develop & implement a strategy supports management of assets (buildings, equipment and materials to be managed) & organization’s overall strategy.

Tangible assets (including buildings, equipment and materials) and their lifecycle & security management to be optimized & lifecycle and security to be managed effectively.

Organization’s impact on public health, safety and the environment to be managed actively.

Organization’s effects on the community and employees to be measured and managed efficiently.

Adopt and implement appropriate policies (meeting & exceeding legal standards) environmental impact (local and global) of products, production, processes and services to be minimized . EFQM Excellence model 2010

Satisfaction of EFQM criteriaEFQM criteria:

PARTNERSHIPS AND RESOURCES (4c)

FACILITIES

SECURITY

HEALTH &

SAFETY

ENVIRONMENT

LIFE CYCLE MGT.

MAINTENAN

CE

RESOURCE UTILISATION

The asset management strategy supports the overall strategy.

The use of tangible assets to be optimised & their lifecycle to be managed.

Impact on public health, safety & environment & effects on the community and employees to be managed.

Environmental impact to be minimized, adopting appropriate policies.

AM Implementation Phase

STEP 5: Implement the Programme

STEP 6: Sustainability

Continuous Improvement

Implementation, support and benefits tracking

Assets

PeopleProcesses

STRATEGY

Source: R. Lutchman (2006)

Conclusion Assets and Knowledge are important elements

within EFQM Excellence model. Assets and Knowledge contribute to the

execution of Waveriders overall strategy. The solutions that proposed would lead to

Sustainable developments in Waveriders.

Waveriders have a lot of opportunities for further improvements which would

create a strong and dynamic organisation.

Together we can do it!

Source: i-stockphoto website (2011) http://www.istockphoto.com

References (1/2) EFQM (2010) “EFQM Excellence model” Brussels: EFQM. IBM's T.J. Watson Research Center website. Executive Summary

Knowledge Socialization. Retrieved April 6, 2011 from the web site: http://www.research.ibm.com/knowsoc/project_summary.html

KBAM (2011) Knowledge Based Asset Management Notes UK: WMG. Source: http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/kbam/ Last Accessed: 06/04/2011, Last Updated: 07/02/2011.

LE (2011) Leadership and Excellence Notes. UK: WMG Source: http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/le/ Last Accessed: 06/04/2011, Last Updated: 07/02/2011.

Lutchman, R., (2006) “Sustainable asset management: Linking assets, people and processes fro results” USA: DEStech Publications.

Muniz, J., Dias, E. D., & Loureiro, G. (2010). Knowledge-based integrated production management model [Electronic version]. Journal of knowledge management, 14(6), p. 868-871.

References (2/2) Ray, L. (2008). Requirement for knowledge management:

business drivng information technology [Electronic version]. Journal of knowledge management, 12(3), p. 156-168.

Saint-Germain R.,  (2005). Information Security Management Best Practice Based on ISO/IEC 17799. Information Management Journal, 39(4), 60-62,64-66.

Schneider , J., Gaul, A., Neumann, C., Hografer , J., Wellßow , W., Schwan, M.,Schnettler, A. (2006). Asset Management Techniques. ScienceDirect, 643-654.

Tiwana, A. (2000). The knowledge management toolkit:practical techniques for building a knowledge management system. Prentice Hall: USA. 

Xu, J., Houssin, R., Caillaud, E. & Gardoni, M. (2010). Macro process of knowledge management for continuous innovation [Electronic version]. Journal of knowledge management, 14(4), p. 573-591.