Leveraging Knowledge Capital for Business Advantageikm.cnki.net/2018/ppt/am17ppt/Infosys.pdf · Knowledge Management @ Infosys . KM @ Infosys First Indian company to have entered

Leveraging

Knowledge Capital for

Business Advantage

Knowledge Management @ Infosys

KM @ Infosys

First Indian company to have entered the

Global MAKE* Hall of Fame

(*Most Admired Knowledge Enterprise) Global MAKE

12

Asian MAKE

15

Indian MAKE

13

Business Drivers and popular KM Practices

Competency Development & Talent Onboarding

Tips, Quizzes

& KM Mailers

Project

Induction Kit

Enablement

through KM

tools

Skill Matrix

and

Mentoring

Productivity & Quality Improvement

Automation

through tools

Reusable

checklists &

process

documents

Cross module

knowledge

transitions

Theme based

roadshows

Client Satisfaction

Client engagement

in KM activities

Improving domain

knowledge and

showcasing SMEs

Ideation and

proactive issue

resolution

Infosys KM framework, Formulated first in 2009

KM Culture

through

Engagement

and

Enablement

KM Rewards

and

Recognition

Program

People Develop KM

Culture

Process KM as part of

Business

Technology Content &

Collaboration

Best Practices from KM at Work

Integration of

KM Process

with Project life

cycle

KM Plans and

Deployment

practices

KM Portal of

managed Content

and Taxonomy

Video based

platform for micro

learning accessible

anytime, anywhere

New-age knowledge

assistant that

aggregates all org

knowledge at one

place.

KM Governance Content Architecture and Metrics

KM Tools and Solutions

Creating the next

gen KM solutions

for collaborating,

harvesting and

sharing knowledge

artifacts.

Engaging with

teams to support

their collaboration

and knowledge

sharing efforts to

augment client

benefits.

Promoting the

consumption of KM

solutions through

active

communication and

engagement

channels which

include

Communities of

Practice.

We believe in Breaking the Silos,

tools, deployment or engagement

whatever the knowledge need be.

Organization of KM at Infosys

KM Deployment

KM Engagement

Culture

Awareness

Promote KM

systems & practices

Organization wide

through

Communication and

Engagement

campaigns.

Enablement

designed through

training and induction

to build awareness

on KM programs and

practices.

Enablement

Platforms

KM Group is

transforming

workplace learning

by augmenting

learning and

collaboration through

digital platforms.

KM Network

A universe of

enthusiasts and

practitioner's who

Learn, Share

and Evangelize KM.

E.g.: KM Primes, KM

Anchors in projects

and accounts.

Rewards &

Recognition Events

A program to identify

and reward the best-

in-class org-wide KM

practices in projects,

communities and

exemplary

Individuals.

KM Group anchors

organization wide

events to increase

Knowledge share,

reuse and learning

through KM systems.

Nurturing a KM Culture

We have been

building a strong

KM Culture

through

KM Platforms & Solutions

KM Portal of managed

Content and Taxonomy

Video based platform

which facilitates

byte-sized learning

anytime, anywhere

Cloud based social

platform to converse,

collaborate and connect

New-age knowledge

assistant that

aggregates all org

knowledge at one place

© 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of other

companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in

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Thank You

Sensitivity: Internal & Restricted

Knowledge Sharing Mobarakeh Steel Group Esfahan-Iran

Mojdeh Mirenayat

Management and Excellence Systems

Expert

Esfahan`s Mobarakeh Steel Company

(MSC)


Knowledge Sharing

Outline

MSC at a Glance

How km is managed

MSC’s KM Program Structure

Knowledge Sharing in MSC

Facts and Figures About KM in MSC

Achievements


Knowledge Sharing

MSC at a Glance


MSC at a Glance

• Established in 1991 as the first flat steel plant

in Iran.

• Headquartered in Esfahan city with 7 operating

complexes.

• Employees :13500.

• 1 percent GDP

• Largest integrated steel producer in MENA

• Largest DRI Producer: 12 Midrex Direct

Reduction Units (10 m.ton and 15% of DRI

world production)

• Key products: Hot rolled (70%), Cold rolled

(25%), Tin Plate (1.5%), Galvanized & Color

coated coils (3.5%)


Mobarakeh Steel Group

95% Hosco. 52.57% Kashan steel co.

99.6% Sangan iron ore mine 98.87%

Mobarakeh Industrial & mineral

Co.

68.2% IRISA 99% MSC Eng & Tech

Co.

37.68% Tamko 99.6% Felez Tadarok

95% MSC Sport

&Cultural Club 70% Tara Steel Co.

65% Sepiddasht steel

Co. 66.3%

Chaharmahal Car Body

25%

Tuka Foolad Investment 32.16% Foolad Metil

Holding 16% Atieh Foolad

Holding

MSC

9 Companies 22 Companies

13 Companies


Iran in the world steel industry rankings 2007-2017

20 19

16 17 17

15 15 14 14 14

13

10

15

20

25

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

MSC produces more than 50% of Iran's Steel

production Source: World steel in figures 2017

Rank #1 in Crude Steel Production in the MENA (Middle East &

North Africa).


Strategy Map of Esfahan’s Mobarakeh Steel Company

(2017-2019)


Mo

ba

rak

eh

Info

rma

tio

n

Sys

tem

•Qu

ali

ty

ma

nag

em

en

t

sys

tem

s

•Su

gg

es

tio

ns

sys

tem

•Im

pro

ve

me

nt

pro

ject

syste

ms

•Do

cu

me

nt

ma

nag

em

en

t

sys

tem

s

•Qu

ali

ty C

irc

les

•R &

D

MS

C Q

uali

ty C

han

ge

Sys

tem

•Hu

ma

n R

eso

urc

e D

eve

lop

me

nt

Sta

nd

ard

•Tra

inin

g m

an

ag

em

en

t s

ys

tem

•KM

Pro

gra

m M

an

ag

em

en

t B

ase

d O

n

AP

QC

Mo

del

KM

Po

rta

l

•Kn

ow

led

ge M

ap

•MA

KE

Aw

ard

Assessm

en

t

•Co

Ps

•Ex

pe

rts

kn

ow

led

ge A

cq

uis

itio

n

•MS

C K

M M

atu

rity

As

se

ss

me

nt

by A

PQ

C

•In

no

va

tio

n M

an

ag

em

en

t M

od

el

1991

1993

1996

1999

2003

2006

2008

2009

2011

2012

2013

2015

Year

Focus on manufacturing

capacity creation (till 1993)

Focus on Operations

(1994 to 2001)

Focus on Developmen

t (2002 to 2007)

Focus on Excellence

(2008 to 2011)

Excellence in International

level 2012 till now

•IS

O 9

001

/2000

• E

FQ

M A

sse

ss

me

nt

•In

telle

ctu

al C

ap

ita

l M

eas

ure

me

nt

2017

MSC KM timeline


Knowledge Sharing

Why KM in MSC?


Challenges and KM initiatives

Challeng

es • Product portfolio

development to enter new

international markets

• Improving quality of special

products

• Large number of employees

close to retirement

Knowledge initiatives

• Innovative projects

• R&D projects

• Technical meetings with customers and

suppliers

• Technical Consultants

• Change and improvement teams

• Internal and external trainings

• Lessons Learned

• Revising and updating procedures

• Succession planning

• Mentoring and coaching

• Knowledge books

• Lessons Learned

• COPs


Knowledge Sharing

MSC’s KM Program

Structure


Our KM Program Structure

Business

Process

Management

Business

Strategic

Planning

Comprehensive

Change system

Coaching

Team Working

Knowledge Bases

Supreme

Change Committee

Change and Improvement

Teams

Departmental Change Committees

19 Main Change Committees


Strategy and process linked KM tools and techniques

Developing and applying proper K-Sharing

tools and techniques

Setting KM strategy

Process Knowledge gap

analysis

supportive business

processes

Monitoring and Evaluating KPIs and organizational goals achievement

Monthly Report,

Audits, and

Quarterly

Reviews

• Team working

(collaboration) • Documentation

Work groups to assess technology, do benchmarking, analyze failures, and etc.

MSC business Strategies

Feed

bac

k


Knowledge Sharing

Knowledge Sharing in

MSC


Sharing approaches to deal with Knowledge challenges

Change Committees Structure

Change and Improvement Teams

Technical Groups (COPs)

Critical Knowledge Transfer

1

2

4

3


Change Committees in MSC

Business Process

Ch

ange

Co

mm

itte

es

Stru

ctu

re Function Function Function Function Function

Organizational Structure

Business Process

Business Process

Business Strategies


Change Committees Structure

Level 1-Supreme change

committee

Level 2-Main change

committees

Level 3-departmental change

committees

Level 4-teams


Change and Improvement Teams

Identifying

Improvement

Opportunities Project

Implementation

Documenting

knowledge of

the projects

1. Writing project

report

2. Standardization

and integration into

organizational

documents

1.Project risk

assessment

2.Project Planning and

Implementation

3.Defending the

project findings

1. Objective

oriented problem

exploration

2. Root Cause

Analysis

3. Finding Solution

(subject of project)


Technical Groups (CoPs)

Re

gu

lar

Co

P

meetin

gs

Technical

Groups

1. Does the current available knowledge allow us to achieve the objective?

2. What knowledge will we need to innovate and meet longer-term targets?


Technical Groups in MSC Group

HOSCo. Saba Steel Sangan iron

ore mine

MSC

Sepiddasht

steel Co.


Critical Knowledge Transfer

• Mentoring • Coaching • Documenting the

critical knowledge in training pamphlets and organizational procedures

Identifying

critical

knowledge Identifying

key experts

Selecting

knowledge

transfer

method

Selecting

learners Approval

of the

process and

incentives by

“Management

Committee”

Training the

experts on

the methods

Holding

knowledge

transfer

sessions

Assessment

and

recognition

• Immediacy of potential knowledge loss

• Potential cost of losing the knowledge

• Difficulty of replacing the knowledge

• Needed for current and future business strategies

• Necessary for a competitive advantage

• Undocumented or insufficient documentation

• Limited to one or two internal experts


Knowledge Sharing

Facts and Figures

about KM in MSC


Facts and figures about KM in MSC

Increasing HOSCO's firm value from 260 million USD to 650 million USD in 6 years by transferring MSC's operation knowledge.

Reducing learning curve in Saba Steel and increasing its production from 300,000 tons to 1 million tons

Gaining value from MSC’s knowledge

transfer to subsidiaries

306 Knowledge domains

33000 procedures and workflows

More than 600 Improvement Groups

About 800 Internal Trainers

More than 1000 Change and improvement projects in 2017

More than 12000 implemented employee suggestions in 2017

More than 11000 documented Lessons Learned in 2017

2000 revisions on procedures and workflows in 2017

110,000 USD Economic Saving in 12 projects in 2017


Our success factors

Managerial support

Knowledge seeking culture

Knowledge sharing motivation

Knowledge connectivity

Knowledge filtering and evaluation

Integrated IT infrastructure

Customer’s voice


Awards


Knowledge Sharing

Questions?


Knowledge Sharing

Thank you

Documents

Leveraging Knowledge Capital for Business Advantageikm.cnki.net/2018/ppt/am17ppt/Infosys.pdf · Knowledge Management @ Infosys . KM @ Infosys First Indian company to have entered