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Introduction of Knowledge-Based Asset Management to WaveRiders. Team A3 Hamed – Meenal – Jason – Neo – Omm - Ivy. Overview. Introduction Knowledge-Based asset management criteria in the EFQM model Asset Management Facilities Management Safety Maintenance Environmental Management

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introduction of knowledge based asset management to waveriders

Introduction of Knowledge-Based Asset Management to WaveRiders

Team A3

Hamed – Meenal – Jason – Neo – Omm - Ivy

overview
Overview
  • Introduction
  • Knowledge-Based asset management criteria in the EFQM model
  • Asset Management
    • Facilities Management
    • Safety
    • Maintenance
    • Environmental Management
  • Recommendations of implementing Knowledge Management
  • Conclusion
  • References
introduction
Introduction
  • Knowledge management is a real buzz with companies now.
  • Main challenge though is even though they know its really important , but the process to achieve that is still very difficult for them
  • Assets are More than a physical thing: can exist as contracts between legal entities, intangible. E.g. securities, patents, stock exchanges which can bring capability value and financial value
    • Hence, Knowledge-based asset management is very crucial to every company to ensure all those assets are managed and the knowledge are well distributed within the employees.
the excellence model starting with results
The Excellence Model – Starting with results

Results Enablers

Key performance results

People Results

Processes

People

Leadership

Customer Results

Policy and Strategy

Society Results

Partnerships and Resources

Innovation and learning

The model in practice 2, 2005, p.20

efqm criteria
EFQM Criteria
  • Wave Rider is trying to expand their share market in Europe
    • And for our presentation, Wave Riders need to achieve a higher return on capital investment in the resources of the business.
  • EFQM criteria to meet the resources requirements:

External partnerships are managed

Finances are managed

Buildings, equipment and materials are managed

Technology is managed

Information and knowledge are managed

Assumption: Improvement need identified in Buildings, equipment and materials.

The model in practice 2, 2005, p.78-86

efqm criteria continued
EFQM Criteria continued

Criteria to met to satisfy buildings, equipment and materials.

  • Utilising assets in support of policy and strategy
  • Managing the maintenance and utilisation of assets to improve total asset life cycle performance
  • Managing the security of assets
  • Measuring and managing any adverse effects of the organisations assets on the community and employees
  • Optimising material inventories
  • Optimising consumption of utilities
  • Reducing and recycling waste
  • Conserving global non-renewable resources
  • Reducing any adverse global impact of products and services

The model in practice 2, 2005, p.82

outsourcing
Outsourcing
  • Since WaveRider will be new in the EU market,
    • We would suggest a short term and long term plan.
  • Short term plan:
    • Outsource experts in the market and technology boat market in the EU
  • Long term plan:
    • Train your people and by adopting Knowledge management they will be able to use the knowledge so they can be independent in the future.
outsourcing for wave rider
Outsourcing For Wave Rider
  • Marketing department ---- Market research consultant.
  • Product department ---- high technology
  • outsource Electric Boat technology from “Duffy Electric Boat Company”
  • outsource the high technology of powerboats from Stingray Boat Company
benefits
Benefits
  • WaveRider will have a better research to EU from the experts
  • Insure better quality products by outsourcing a well respected company.
  • Faster development and start up
  • Better Service

AL Heath. (2010). The Benefits of Outsourcing Facilities Management available from http://ezinearticles.com/?The-Benefits-of-Outsourcing-Facilities-Management&id=4015919 [accessed at 12 April, 2010]

information system
Information System
  • Based on the strategic expansion, an information system connects stakeholders is needed (Suppliers, Wholesalers, Marketing Representatives, etc).
  • Sharing information of manufacturing, sales, inventories, new technology, etc.
  • Increasing efficiency and cost effective compared to traditional communication.
  • Saving environment, building up a paperless working environment.
  • Achieving knowledge in a better and broader way.
  • Keeping up with the change of technology and giving correct response.
  • Beneficial in the next 5-10 years
information system1
Information System
  • Suppliers: Online Order System, Online Tracking System.
  • Customers: Online Tracking System, Online Order system, Online Contact.
  • Administration: Online Conferences, Online Monitoring.
  • Employees: Blogs, Forums, Online Communication.
  • Manufacturing: Instant Monitoring, Inventory Information, Delivery Tracking.
health and safety
Health and Safety

Risk Management

Evaluate the risk and decide whether the existing precautions are adequate or whether more should be done

Decide who might be harmed and how

Look for the hazard

Review your assessment and revise if necessary

Record your findings

Health and safety executives (2003). Five steps to risk assessment.

benefits1
Benefits
  • Morale: Employee motivation and satisfaction
  • Business Benefits: Preventing accidents and ill health

Reduce absences and sick leave

Retain staff

Organisation’s reputation

Boost productivity and profit

Reduced insurance premiums and legal costs

  • Economic: From financial perspective – damage to buildings/equipment, compensation payments, loss in production.
how to ensure better health and safety
How to ensure better Health and Safety?
  • Training: educate the consequences of avoiding H&S
  • Leadership plays an important role to involve workers towards health and safety
  • Setting up an evaluation team to see what went wrong, so it doesn’t repeat in future.
total productive maintenance tpm
Total Productive Maintenance (TPM)
  • Potential benefits
    • Increase equipments effectiveness
    • Better product quality and less scrap and rework
    • Improved operator motivation and moral
    • Clean and safe working environment
    • Reduce breakdown maintenance work

According to the Illinois Manufacturing Extension Center research in 2004

total productive maintenance tpm1
Total Productive Maintenance (TPM)
  • Assumption
    • WaveRiders has employees in production:
      • Operators 20
      • Supervisors 5
    • The average equipment failure rate: once every 1.5 months
    • WaveRiders currently does not have any maintenance plan
total productive maintenance tpm2
Total Productive Maintenance (TPM)
  • Basic maintenance program
    • Initial cleaning: eliminate dust and dirt on equipment body
    • Prevent the cause of dust, dirt, and liquid spattering: improve the parts that are hard to clean
    • Establish cleaning standards
    • General visual inspection: refer to instructions in equipment manual
    • Standardize the individual workplace: standards for cleaning inspection, data recording, tools maintenance
    • Develop checklist
total productive maintenance tpm3
Total Productive Maintenance (TPM)
  • Draft proposed plan
    • Goal: reduce equipment failure to 1 times/2months or less
    • Develop maintenance plan for each equipment, e.g. weekly cleaning for wood cutters
    • Supervisor in each team responsible for maintenance checklist and record
    • Every equipments inspected and checked monthly
environmental management
Environmental Management

Atmosphere

Air

Toxic Waste

Sea creatures

River

Ocean

slide22

Vision

Achieve competitive advantage by creating an environmental friendly product

grades of environmental management
Grades of environmental management

Reactive

Proactive

Hutchinson, A & Hutchinson, F (1997). Environmental business management: sustainable development in the new millennium. London:McGraw Hill

method
Method

Linear Model

Hutchinson, A & Hutchinson, F (1997). Environmental business management: sustainable development in the new millennium. London:McGraw Hill

slide25

A waste minimization strategy

Goodall,C (1999). The Green Guide for business: the ultimate environmental handbook. Third edition.London: Profile Books.

benefits towards the company
Benefits towards the company
  • Desire for good publicity ( according to the Green Environment Foundation, Green safe products has shown a 40% increase in sales since 1995 in Europe and 55% in the USA ) so can be used as a marketing strategy.
  • Avoid any fines, or any environmental law cases.
  • Avoid any insurance costs.
  • Cost Reductions, through savings in material and energy use and waste disposal cost.
slide29

Improve product quality.

  • Reduce Risks within the employees.
  • Improve safety performance.
  • Satisfy the employees ethics and making them enthusiastic to work for a good reason
  • Management Morale: to have an environmental policy in which pride can be taken
  • Staff morale: Mostly the pressure of adopting an environmental policy comes from a firm staff.

Hutchinson, A & Hutchinson, F (1997). Environmental business management: sustainable development in the new millennium. London:McGraw Hill

the knowledge cycle
The knowledge Cycle

Learning

Orginization

Conway,S (2002). Unlocking Knowledge assets: solutions from Microsoft. Washington:Microsoft press

recommendation
Recommendation
  • WaveRiders Need to create a community of practice team that will be responsible for managing the knowledge based asset.

Support

People

  • Web Parts
  • Content Management
  • Communications
  • Taxonomy
  • Leader
  • Sponsor
  • Knowledge workers team

Communities of Practice

conclusion
Conclusion
  • “ There will come a time when you believe everything is finished. That will be the beginning” Louis LaAmour
  • Knowledge management has been gradually unlocking the enterprises intellectual properties,
    • That’s why, its crucial for WaveRider to develop a solid knowledge management team to help the organization turn to a learning organization.
slide35

12%

20%

20%

  • A study in 700 U.S companies shows that only a small portion of corporate knowledge is in a form that can be shared rapidly. The majority of knowledge resides in the brains of employees and in documents that are difficult to share.
  • Companies like, GE, BP, Microsoft, and many more has been using knowledge management as a key factor towards the road to excellence, and departments and teams and information system infrastructure has been created in those companies to ensure that KM is implemented.

Dubrin (2007)

references
References
  • Goodall,C (1999). The Green Guide for business: the ultimate environmental handbook. Third edition.London: Profile Books.
  • Hutchinson, A & Hutchinson, F (1997). Environmental business management: sustainable development in the new millennium. London:McGraw Hill.
  • Conway,S (2002). Unlocking Knowledge assets: solutions from Microsoft. Washington:Microsoft pres
  • The model in practice 2: using EFQM excellence model to deliver continuous improvement. (2005). London:British Quality
  • Health and safety executives (2003). Five steps to risk assessment.
  • Stylusinc (2008) What can I outsource available from http://www.stylusinc.com/Common/Concerns/WhatToOutsource.php [accessed at 12 April, 2010]
slide37

AL Heath. (2010). The Benefits of Outsourcing Facilities Management available from http://ezinearticles.com/?The-Benefits-of-Outsourcing-Facilities-Management&id=4015919 [accessed at 12 April, 2010]

  • Duffy boats company http://www.duffyboats.com/index.html [accessed at 12 April, 2010]
  • Stingray boats company http://www.stingrayboats.com/ [accessed at 12 April, 2010]
  • Amadi-Echendu. J et al (2007). WHAT IS ENGINEERING ASSET MANAGEMENT.presented at 2nd World Congress on Engineering Asset Management (EAM) and the 4th International Conference on Condition Monitoring, Harrogate, United Kingdom, 2007.
  • Hodkiewicz. M and Pascual. R (2006). Education in Engineering Asset Management – current trends and challenges. International Physical Asset Management Conference, Tehran, 28th -31st 2006.
  • Scholl. W, Konig. C, Meyer. B and Heisig. P (2004). The future of Knowledge Management: an international delphi study. Journal of Knowledge Management. Vol. 8. No.2. pp 19-35
slide38

Illinois Manufacturing Extension Center (2004). Total Productive Maintenance. Retrieved on 13th April, 2010 from IMEC Business Improvement Specialist website: http://www.imec.org/imec.nsf/All/Total_Productive_Maintenance?OpenDocument

  • Bamber, C. J., Sharp, J. M.,& Hides, M. T. (1999). Journal of Quality in Maintenance Engineering. Factors affecting successful implementation of total productive maintenance. 5(3), 162-181. Retrieved from Emerald database.
  • Productivity Inc. (2008). Introduction to TPM: Objectives and Benefits. Retrieved on 13th April, 2010 from Productivity Inc. website: http://www.productivityinc.com
  • Katila, P. (2000). Applying Total Productive Maintenance: Principles in the Flexible Manufacturing Systems. Retrieved from Lulea TekniskaUniversitet database.
  • Barclay, R. O., & Murray, P. C. (2000). What is Knowledge Management? Retrieved from Knowledge Management Associates database
  • Dubrin (2007). Leadership: reasearch findings, practice, and skills. Fifth edition. Boston:Houghton.