KNOWLEDGE MANAGEMENT

Jan’2002 RPS POWER SECTOR MANAGEMENT SERVICES WELCOMES YOU TO PRESENTATION ON KNOWLEDGE MANAGEMENT

Jan’2002 RPS KNOWLEDGE MANAGEMENT

Jan’2002 What is knowledge ? Information is all about knowing what occurred / happened / resulted. Knowledge is all about acquiring information and utilising it in a similarly placed situation so that latest action gives value addition over the earlier action. Information can become knowledge when a human being interacts with it, appropriates it and makes it his own, contextualise it by placing it in relation to other knowledges that are already his own, and internalises it by making it a part of his belief system. RPS

Jan’2002 FOCUS ON KNOWLEDGE • The strategic use of Knowledge will differentiate better-run firms from the rest. • Organisations that have world- class ambitions will need to nurture knowledge workers. • The only thing that sets apart one company from another is the quality of people (knowledge workers). RPS

RADICAL BUSINESS TRANSFORMATIONS EMPHASISE THAT KNOWLEDGE IS VITAL FOR GROWTH AND SURVIVAL Jan’2002 • Continuous innovation is impossible without knowledge assets. • Nothing but knowledge can generate originality of service. • Only knowledge enables customer needs to • be anticipated. • It needs knowledge to leverage all organisational capabilities. • Knowledge is the only core competence for coping with challenge and change. RPS

Jan’2002 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. RPS

Jan’2002 RPS Knowledge Managementis akin to `digging for gold in one’s own backyard’. Knowledge Management is all about management of intangibles to deliver tangible results.

Jan’2002 KNOWLEDGE IS INTANGIBLE ASSETS VALUE ADDITION IS REALISED THROUGH Ideas Knowledge Creativity Relationships RPS

WHAT DO WE DO IN KNOWLEDGE MANAGEMENT ? Jan’2002 • 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 RPS

Jan’2002 Mapping Identification Capturing Acquiring Storing Sharing Applying Creating Processes Involved in Knowledge Management : RPS

Jan’2002 POWER SECTOR-SOME RECENT ACHIEVEMENTS • SYNCHRONISATION OF SURATGARH II (250 MW) FROM BOILER ERECTION START IN 22 MONTHS. • COMMISSIONING OF LARGEST CFBC BOILERS OF 390 TPH CAPABLE OF UTILISING LOW GRADE FOSSIL FUEL AT GIPCL. • FIRST EVER COMMISSIONING OF V94.2 OF SIEMENS DESIGN GT AT FARIDABAD. • COMMISSIONING OF NEW AUTOMATION SYSTEM CALLED AUTOMATIC PLANT START UP/SHUTDOWN (APS) & AUTOMATIC PLANT LOAD REGULATOR (APR) AT KATHALGURI & KAYAMKULAM. RPS

Jan’2002 • CENTRE SET UP AT PS-SR CHENNAI FOR CATERING TO PRECISION CALIBRATION NEEDS OF BHEL AND OUTSIDE AGENCIES. • PROCESS IMPROVEMENT FOR CYCLE TIME REDUCTION-PRE/POST AWARD ENGINEERING ACTIVITIES • NEW BUSINESS INITIATIVES • E&C OF NON BHEL HYDRO SETS BY PSNR. • RETRO FITTING AND REPAIR OF CNC M/C • SLOW SPEED BALANCING OF KWU TURBINE ROTORS(500 MW) AT KORBA, ALSO ON NON BHEL M/Cs. • REPAIR OF HIGH PRESSURE COMPRESSORS OF NON-BHEL MAKE RPS

Jan’2002 • INTRICATE & COMPLEX WORKS EXECUTED LIKE DREDGING, FILLING, DYNAMIC COMPACTION AT KAYAMKULAM. • FACILITIES CREATED FOR TRANSFERING DRAWINGS/DOCUMENTS THROUGH ELECTRONIC MEDIA BY PSSR. • COMPUTER AIDED 3D PLANT DESIGN SYSTEM (PDMS) DEPLOYED ON A LIVE PROJECT AT DVB PRAGATI. • EXPERTISE BUILT FOR IN-SITU REPAIRS LIKE GENERATOR STATOR WINDING/TURBINE BLADES/ROTORS ETC. RPS

MAJOR PROBLEMS FACED IN RECENT YEARS Jan’2002 • HIGH VIBRATIONS OF KN SERIES TURBINES AT GIPCL & JINDAL • GENERATOR SPECIFIC PROBLEMS AT KAYAMKULAM, UNCHAHAR & BAKRESHWAR • VIBRATION IN REAR BEARING AT RAICHUR VI • GENERATOR TRANSFORMER AT WANAKBORI • X-20 JOINTS IN MS & HP BYPASS LINES AT VINDHYACHAL • GAS LEAKAGE IN 220KV SF6 CIRCUIT BREAKER AT KATHALGURI CCP • SUPPLEMENTARY FIRING OF HRSGs OF INDUSTRIAL SETS • HUMMING SOUND IN COMBUSTION CHAMBER OF FARIDABAD GT RPS

Jan’2002 HOW SUCCESSFUL ARE WE CAPTURING, STORING, SHARING & APPLYING KNOWLEDGE GAINED FROM TROUBLE SHOOTING & SUCCESS STORIES? RPS

TYPICAL INFORMATION SHARING Jan’2002 • NR - Darpan , TS Feedback • ER- Anubhav, Tech 2K.Com • WR- Reaching Out,Technical Share • SR- SR News, TS Tidings • TSHQ-Feedback Journal , New Horizons , Annual Performance Report on Thermal & Nuclear Sets • PS:MSX- Power Sector Operations Overview booklet, PRAYAS, POWER MAP RPS

Jan’2002 WHY KNOWLEDGE MANAGEMENT ? GOOD DECISIONS ARE RARE BUT MISTAKES KEEP ON REPEATING OUR EARNINGS AND BUSINESS IS FROM KNOWLEDGE.DO WE KNOW HOW TO REVIVE OUR BUSINESS IN CASE OF MAJOR DISASTER? RPS

Jan’2002 Fall out • Mistakes do get repeated in the company. • Non-uniform / lack of alternative procedures and systems in different • units. • Wastage of human resources • due to Resignations, VRS, Deaths leads • to Brain-Drain resulting in • continually reinventing wheel . RPS

Jan’2002 • 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? Power Sector Executives Knowledge Pool No. of Executives : 1585 Total BHEL Experience : 33000 years Average Experience in BHEL : 20.8 years RPS

Jan’2002 E1,E2 E3 E4 E5 E6,E6A,E7 GM,ED GM,ED RPS

MISSING LINKS (KAMZOR KADI) Jan’2002 RPS

Jan’2002 • 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. RPS

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 Jan’2002 RPS

Jan’2002 RPS NEED FOR INTRODUCTION OF KNOWLEDGE MANAGEMENT

Jan’2002 RPS FOR ACTUALISATION OF ORGANISATIONAL VISION THERE IS NEED TO BUILD INTELLECTUAL ASSETS COMMUNICATE/ DISSEMINATE/ SHARE GENERATE GAINFULLY UTILISE

Jan’2002 RPS INTEGRATED APPROACH • CREATE : DATABASE • ESTABLISH: INFRASTRUCTURE • MENTAL • LEARNING ATTITUDE • RECORDING & SHARING CULTURE • DISCIPLINE • PHYSICAL • RESOURCES – MEN/TOOLS/ AIDS/SYSTEM • ORGANISATION

Jan’2002 RPS DATABASE • Organisational yellow pages • Best practices system that captures lessons learnt • Competitive intelligence (Environmental Scanning)

Jan’2002 RPS A LEARNING ORGANISATION... • Is an active philosophy; not merely an organisational system • Believes that its only competitive advantage is learning • Encourages people to learn to produce the results they desire • Nurtures creative and innovative patterns of collective learning • Develops fresh organisational capabilities continuously

Jan’2002 RPS AND ITS MAIN ADVANTAGES ARE • It uses only knowledge as a competitive advantage for survival • It constantly tries to attain total quality in every sphere • It builds evolutionary bonds with customers and vendors • It is best-suited to cope with incessant global change • It creates energised workforces that evolve with the organisation

Jan’2002 RPS • Not only will the global market reward learning, it will severely punish the lack of learning. • Inculcation of the disciplines of the learning organisation will be critical to sustain alliances. The focus of effective learning should not be what, but how a company learns. Only the learning organisations can cater to today’s dramatic demands quickly It is the holistic application of putting together the jigsaw that gives it the edge of sustainability. In time, everything - except knowledge - will become a competitive catch-up.

Jan’2002 RPS It CAN BE CREATED BY ….. • Keeping the company in a state of constant meaningful change • Cultivating diversities in the functioning of an organisation • Creating mechanisms to abandon old and obsolete knowledge • Building settings where people collectively learn and take decisions • Disseminating learning throughout the organisation systematically

Jan’2002 RPS 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.

Jan’2002 RPS 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.

Jan’2002 RPS 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.

Jan’2002 RPS Knowledge Creation Spiral Perform Learn Manage Record Perform Learn Manage Manage Manage Record Record Record Perform Perform Perform Learn Learn Learn

Jan’2002 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. RPS RPS

Jan’2002 RPS TASK AHEAD MAKING KM A REALITY WE SEEK YOUR SUGGESTIONS & VIEWS ON HOW TO USHER IN.

KNOWLEDGE MANAGEMENT Thank You RPS

KNOWLEDGE MANAGEMENT