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Knowledge Management
Important Definitions: Customer—Refers to any actual or potential users of our product offering. Process—Refers to linked activities with the purpose of producing a product or service for a Customer (user) within or outside the organi-zation. Generally, processes involve combinations of people, machines, tools, techniques, materials and improvements in a defined se-ries of steps or actions. Processes rarely operate in isolation and must be considered in relation to other processes that impact them. In some situations, processes might require adherence to a specific sequence of steps, with documentation of procedures and require-ments, including well-defined measurement and control steps.
ISO 9001:2008 Registered Since 2008 2009 & 2015Recipient of Baldrige National Quality Award
Baldrige Performance Excellence Program, Criteria for Performance Excellence Item 4.2 Knowledge Management
What is knowledge management? Knowledge management is the creation, collection, storage, transfer and improvement of knowledge. The Baldrige Criteria Category and Item Commentary says ”The focus of your knowledge management is on the knowledge that your people need to do their work; improve processes, products, and services; and innovate to add value for the customer and your organization.” All organizations have a tremendous amount of knowledge typically stored within the minds of the Employees. The key to successful knowledge management is having a systematic approach to identifying key information, collecting it for storage and transfer, and ultimately improving it to drive continuous improvement throughout an organization. Why is knowledge management important? Effective knowledge management enhances an organization’s ability to succeed. Knowledge management improves effectiveness by ensuring Employees have the information they need to make great decisions when they need it, and helps them successfully perform their jobs. It also fosters an innovative environment by facilitating the sharing of key information to encourage a free flow of ideas and allowing Employees to provide innovative input to drive continuous improvement. How do you manage and improve your knowledge management? Areas of knowledge must first be identified (created). This is done by determining the information needed for managing and improving day to day operations as well as for conducting strategic planning. Knowledge must then be collected and stored so it is easily available for retrieval when needed. Collecting and storing knowledge allows for systematic use and transfer as appropriate in addition to improvement. Most importantly, enabling knowledge transfer and improvement sets an organization up for future success and long-term sustainability.
Every organization has a wealth of knowledge and can benefit from creating an effective, systematic approach to managing this knowledge.
V 3.15.16
WE HAVE 740 WORK PROCESSES COMPANYWIDE!
The MidwayUSA
Company Glossary
is accessed 55
times per day
Knowledge Management How we create, collect, store, transfer and improve our organizational knowledge
The Senior Leader-ship Team spends
96 hours in Company Strategic
Planning meetings each year.
90% of the products MidwayUSA offers have selling text
MidwayUSA
uses 349 reports
to manage the
business
There are 525 books avail-
able to Employees in the
Resource Library
So far this year, there have been 137,686 surveys taken
by our Customers!
For more information: www.AmericaNeedsBaldrige.com
[email protected] Information is free to share (copy & distribute) provided proper attribution is given to MidwayUSA.
There are 842 terms in the Company Glossary
Employees spent
22,088 hours in
training last year
Work Instruction Sheet
Company Glossary
Strategic Planning Process
Department Baldrige Meeting Agenda
Knowledge Creation How is organizational knowledge created?
Process Execution
Strategic Planning Process
Department Knowledge Sharing Meetings
Opportunities for Improvement (OFIs)
Knowledge Collection How is organizational knowledge collected?
Strategic Planning Process
Department Baldrige Meetings
Market Analysis
Results Reporting
Department Knowledge Sharing Meetings
Lunch and Learns
Knowledge Storage How is organizational knowledge stored?
Work Instructions
Work Instruction Sheets
Company Glossary
Intranet
Performance Improvement System
White Papers
Knowledge Transfer How is organizational knowledge transferred?
Process Training and Work Instructions
State of the Business Meetings
Department Knowledge Sharing Meetings
Daily Musters
New Hire Training
Leadership Development
Knowledge Improvement How is organizational knowledge improved?
Process Improvement Process
Performance Improvement System
Results Reviews
Benchmarking
Performance Improvement System
Action Plan Management
Performance Improvement System
Daily Musters
Benchmarking
Corrective Action Reports (CARs)
Company Action Plans (CAPs)
Department Action Plans (DAPs)
Lunch and Learns
System Narratives
Work Flow Maps
Reports
Scorecards
Process Effectiveness Audits
White Paper Deployment
Missouri Quality Award Examiner Training
Performance Improvement System
After Action Reviews
Intranet
CAP Management
DAPs Management
OFI Management
CAR Management
Knowledge Management at Work at MidwayUSA
