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KNOWLEDGE MANAGEMENT PowerPoint PPT Presentation


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POWER SECTOR WESTERN REGION WELCOMES YOU TO A PRESENTATION ON. KNOWLEDGE MANAGEMENT. KNOWLEDGE MANAGEMENT. HE WHO KNOWS NOT , AND KNOWS NOT THAT HE KNOWS NOT . He is a Fool. SHUN him. HE WHO KNOWS NOT, AND KNOWS THAT HE KNOWS NOT He is Ignorant. TEACH him .

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KNOWLEDGE MANAGEMENT

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POWER SECTOR

WESTERN REGION

WELCOMES YOU

TO A PRESENTATION

ON

KNOWLEDGE

MANAGEMENT


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KNOWLEDGE

MANAGEMENT


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HE WHO KNOWS NOT ,

AND KNOWS NOT THAT HE KNOWS NOT .

He is a Fool. SHUN him.

HE WHO KNOWS NOT,

AND KNOWS THAT HE KNOWS NOT

He is Ignorant. TEACH him.

HE WHO KNOWS ,

AND KNOWS NOT THAT HE KNOWS

He is Asleep, AWAKE him.

HE WHO KNOWS,

AND KNOWS THAT HE KNOWS

He is Wise, FOLLOW him.

- an Arabic Saying


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NEED FOR INTRODUCTION OF KNOWLEDGE MANAGEMENT


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HOW SUCCESSFUL ARE WE CAPTURING, STORING, SHARING & APPLYING KNOWLEDGE GAINED FROM TROUBLE SHOOTING & SUCCESS STORIES?


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MAJOR SUCCESS STORIES OF PSWR IN RECENT YEARS

  • ERECTION COMMISSIONING OF LARGEST CFBC BOILER IN ASIA AT GIPCL MANGROL

  • ERECTION AND COMMISSIONING OF 2 X 540MW NUCLEAR TURBINE AT TAPP TARAPUR

  • REVIVAL OF DABHOL PROJECT

  • E&C OF FIRST 500MW PROJECT ON EPC BASIS AT BIRSINGHPUR


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MAJOR PROBLEMS FACED IN RECENT YEARS IN PSWR

  • HIGH VIBRATIONS OF KN SERIES TURBINES AT GIPCL

  • CRH LINE DAMAGE AT NTPC RIHAND AND BIRSINGHPUR

  • HIGH VIBRTION AND LP BLADING FAILURE AT NEW PARLI

  • PROBLEMS WITH TUBE MILLS AT NEW PARLI AND PARAS

  • PA FAN BEARING FAILURE AND INLET GUIDE VANE PROBLEM AT JPL RAIGARH, PARLI AND PARAS

  • PROBLEM WITH LP BY PASS SYSTEM, OLD AND NEW


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MAJOR PROBLEMS FACED IN RECENT YEARS IN OTHER REGIONS

  • OIL STARVATION OF TURBINE BEARINGS AT LEHRA MOHABAT BHATINDA

  • OIL STARVATION OF TURBINE BEARINGS AT SANTALDIH

  • CLINKER FORMATION AT BAKRESWAR


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MAJOR PROBLEMS FACED IN UNITS SUPPLIED BY OUR COMPETITORS

  • RECENTLY THE ALL THE TURBINE BEARINGS GOT DAMAGED AT 300MW LANCO AMARKANTAK PROJECT SUPPLIED BY DONGFANG

  • FOR SIPAT 660MW THE GENERATOR ROTOR TOOK MORE THAN 10 MONTHS TO REACH FROM MUMBAI PORT TO SIPAT

  • GENERAL POOR PERFORMANCE OF CHINESE SETS


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WHERE ARE THE DOCUMENTS?

WHERE ARE THE FEEDBACKS?

WHERE ARE THE PERSONS?


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  • What do we do if knowledgeable people suddenly leave ? How can we ensure that what one department or division learns is widely shared throughout the company?


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  • What do we do to Abandon old and Obsolete Knowledge?

  • What do we do Update and revise the new knowledge?


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What is knowledge Management ?

A systematic and integrated coordination of organisation-wide activities of acquiring, creating, storing, sharing, dissemination, developing and deploying knowledge by individuals and groups in pursuit of organisational goals.


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WHAT DO WE DO IN KNOWLEDGE MANAGEMENT ?

  • Creating and populating a repository of in-house knowledge

  • Valuation of Knowledge

  • Facilitating the transfer of knowledge

  • Creating a knowledge sharing environment

  • Building an organisational culture focused on innovation and knowledge creation


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FOR ACTUALISATION OF ORGANISATIONAL VISION THERE IS NEED TO BUILD INTELLECTUAL ASSETS

COMMUNICATE/

DISSEMINATE/

SHARE

GENERATE

GAINFULLY

UTILISE


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TYPICAL INFORMATION SHARING

  • NR - Darpan , TS Feedback

  • ER- Anubhav

  • WR- Spandan

  • SR- SR News, TS Tidings

  • TSHQ-Feedback Journal , Annual Performance Report on Thermal & Nuclear Sets

  • PS:MSX- Power Sector Operations Overview booklet, PRAYAS, POWER MAP

  • Web sites of all the regions


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MISSING LINKS

(KAMZOR KADI)


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  • Ways to capture and disseminate valuable information on best practices hardly exist.

  • Unrecorded history/ useful experiences of specialists.

  • Success Stories are neither shared nor related.

  • Lessons are learnt but not shared.

  • Ignorance in the company about what they already know.


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PEOPLE ARECRUCIAL…..

  • The exclusive source of knowledge for organisations is people.

  • Individual knowledge is the starting point for organisational knowledge.

  • The knowledge pool of each individual cannot be replicated

  • Only people can spread knowledge resources across the company.

  • It is only people who can convert knowledge into efficient action.


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Knowledge Management Depends Upon Acceptance and Effective Utilisation of Technologies

Buying a computer does not make one a better programmer. Similarly, just acquiring new technologies does not make an organisation better at Managing Knowledge. What is critical is acceptance and effective utilisation of the technologies.


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Human Denominator in Knowledge Management

  • The key issue is not about the latest information technologies, but whether these technologies are used within, and for facilitating, a culture of information sharing, relationship building and trust.

  • There has been a growing realisation that investments in information technology haven’t paid off in performance. The key to success is not (just) the system but what people make of it.


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Knowledge Creation Spiral

Perform

Learn

Manage

Record

Perform

Learn

Manage

Manage

Manage

Record

Record

Record

Perform

Perform

Perform

Learn

Learn

Learn


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Jan’2002

THOUGHTS TO CARRY WITH US

  • 1.In future, it is either “KNOW MORE or NO MORE”

  • 2.It is not “Knowledge is Power but

  • Knowledge sharing is Power”

  • Ask Right Questions from Right

  • People and take actions based on Knowledge.


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TASK AHEAD

MAKING KM A REALITY

WE SEEK YOUR SUGGESTIONS & VIEWS ON HOW TO USHER IN.


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KNOWLEDGE MANAGEMENT

Thank You


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