Dr. bibi al ajmi - quality and knowledge management what you have to do with it

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  • 1. Quality and Knowledge Management: What You Have to Do With It!Dr. Bibi Alajmi Kuwait Universitywww.bibialajmi.com

2. In an economy where the only certainty is uncertainty. The only sure source of lasting competitive advantage is KNOWLEDGE. 3. Knowledge-based view of the Firm Knowledge as the most strategicallysignificant resource of a firm R. M. Grant 4. What is knowledge and how do we gain knowledge? 5. Knowledgeis notinformationis notdata 6. Knowledge according to Davenport & Prusak.Knowledge is a fluid mix of framed experience, values,contextual information, and expert insight that provides aframework for evaluating and incorporating newexperiences and information. It originates and is applied inthe minds of knowers. In organizations, it often becomesembedded not only in documents or repositories but alsoin organizational routines, processes, practices, andnorms.Source: Davenport & Prusak, Working Knowledge, p. 5. 7. Source: http://www.apo-tokyo.org/cgi/apo_p-glossary.pl?record=56 8. Knowledge Creation & Sharing 9. What is Knowledge Management ?knowing what another personknows. gain timely access to suchknowledge or representations ofknowledge. willingness to share and engage. enabling culture 10. And another view of Knowledge Management:Managing based on knowledge is atransformational shift for most organizations.It is a form of expertise-centered managementfocusing on using human expertise for businessadvantage.Source: Marianne Broadbent. (1998, May). The phenomenon ofknowledge management. Information Outlook. 11. Quality Management Process ControlMap Chart Check Sheets ImproveParetoPerformance chartHistogramFishbone Histogramwhat are the underlying processes that govern performance improvement? 12. IntegrationManagementKnowledge Learning 13. Source: http://www.apo-tokyo.org/cgi/apo_p-glossary.pl?record=56 14. Where does KM help? When Organizations are faced with newtechnologies, outsourcing, new partnership,merging, new government regulations,economic uncertainty, KM teams have provided support throughtechnology and knowledge transfer, as well asasset management. 15. Where does KM help? When business issues involved capacitymanagement, cost reduction, and theenvironment, KM played a part through forecasting/schedulingand process and technique innovation. And toimprove speed and convenience, KM initiativeshave expanded to address point-of-saletechnology adoption and procedure effectiveness 16. What does it take for an organization to make its tacitknowledge explicit? A learning organization culture Models for articulation Platforms for shared communication A staff Trust Technology support Support from organizational leaders The will to do so. 17. Chevrons KM Chevrons definition of KM is apt for much ofthe industry: processes, tools, and behaviorsthat deliver the right content to the rightpeople at the right time, and in the rightcontext so they can make the bestdecisions, exploit business opportunities, andpromote innovative ideas. 18. All companies face a common challenge: usingknowledge more effectively than their competitors do." - John Browne, BP Amoco We must become experts in capturing knowledge, integrating and preserving it, and then making whathas been learned quickly and easily available to anyone who will be involved in the next business decision." - D.E. Baird, Schlumberger 19. "We got into KM because we had so manyprojects going on that it was difficult to standardize without limiting creativity. Through KM, different leaders not only share experience and knowledge, but goforward to create what I call contamination centers where peopleinfect each other with ideas." - Rudulfo Prieto, PDVSA 20. KM Tools & TechniquesShare it Solve it Communities of Practice Best Practices Knowledge Caf World Caf Nominal group Storytelling Knowledge Bank Mind Mapping Peer Assist Rapid Evidence Review (RER) 21. Make Knowledge Management Your Managementwww.bibialajmi.com Twitter:@drbibialajmi