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Knowledge Sharing on the Shop Floor - a Critical Success Factor for Vital Companies. Dr. Angelika Mittelmann voestalpine Stahl GmbH Personnel and Organisation Development. Content. Background Information voestalpine Stahl GmbH. app. 7000 employees at Linz, two-third blue collar workers

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knowledge sharing on the shop floor a critical success factor for vital companies

Knowledge Sharing on the Shop Floor - a Critical Success Factor for Vital Companies

Dr. Angelika Mittelmann

voestalpine Stahl GmbHPersonnel and Organisation Development

content
Content

© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt

background information voestalpine stahl gmbh
Background Information voestalpine Stahl GmbH
  • app. 7000 employees at Linz, two-third blue collar workers
  • integrated steel production plant
  • process-oriented organisation
  • top supplier (in terms of quality) to European automotive, household appliance, and construction industry
  • Linz site to become steel competence center

© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt

what is knowledge sharing

to

implicit knowledge

explicit knowledge

socialization

knowledge transfer by means ofimitation, observation, and exercise

implicit knowledge

combination

articulation

from

knowledge transfer by means ofmethaphors, analogies, concepts, or models

knowledge creation by means ofdocuments, meetings, telephone calls, and virtual collaboration tools

internalization

explicit knowledge

knowledge building by integrating into individual knowledge base andmental models

 What is Knowledge Sharing?

Source: Nonaka/Takeuchi (1995)

© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt

why knowledge sharing on the shop floor
 Why Knowledge Sharing on the Shop Floor?
  • Critical knowledge for the production processes are located in the brains of the workers, mostly not in the quality management system
  • More than one-third of voestalpine‘s experienced workers will retire until 2010
  • Higher productivity per person is combined with less human ressources available
  • Due to demographic developments in Europe a lack of young professionals and rising age of retirement are expected
  • Knowledge sharing leads to fewer errors, more safety, and thus in the long run to a higher health rate

© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt

some tools and techniques

increasing complexity

 Some Tools and Techniques

mentoring system

knowledge transfer dialogues,lessons learned workshops

process descriptions, story telling

checklists, FAQs, manuals

© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt

implementation knowledge transfer dialogue

Information talk(all participants incl. manager)

Starting talk(all participants incl. manager)

checklists

story telling

Transfer talks (3 - 5)(knowledge giver,knowledge taker)

processdescription

social networkimaging

after app. 6 months

Feedback talks

 Implementation: Knowledge Transfer Dialogue

© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt

implementation mentoring system
 Implementation: Mentoring System

initial phase

implementationphase

systemimplemented

  • Why mentoring?(convincing all key people)
  • training the mentors
  • developing training plans
  • developing training handbooks

ongoing support of newcomers by their mentors

  • periodical experience transfer meetings

© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt

lessons learned
 Lessons Learned
  • Ongoing management attention and confidence in the management and the persons implementing the techniques are a key success factors
  • Application of adequate tools and techniques is a must
  • Orchestrated collaboration of knowledge and quality management as well as organisation development units
  • Implementation needs time and ongoing effort in order to gain sustainability

© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt

summary
Summary

© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt

references
References
  • Kleiner, A. & Roth, G. (1998):Story Telling zur Konstruktion von Erfahrungsgeschichten:Wie sich Erfahrungen in der Firma besser nutzen lassen. Harvard Business Manager, 5, 9-15.
  • Mittelmann, A. et al. (2000): Geschäftsprozesse mit menschlichem Antlitz: Methoden des Organisationalen Lernens anwenden. Vol. 1 "Wissens- und Prozessmanagement" eds. Gappmaier, M. & Heinrich, L. J., 2nd edition, Linz: Trauner Universitätsverlag.
  • Nonaka, I.; Takeutchi, H. (1995): The Knowledge Creating Company: How Japanes companies create the dynamics of innovation. New York: Oxford University Press.
  • North, K. (1999): Wissensbasierte Unternehmensführung: Wertschöpfung durch Wissen. 2nd edition, Wiesbaden: Gabler.
  • Probst, G.; Raub, S.; Romhardt, K. (1999): Wissen managen: Wie Unternehmen ihre wertvollste Ressource optimal nutzen. 3rd edition, Frankfurt/Main: FAZ.
  • Reinmann-Rothmeier, G.; Erlach, Chr.; Neubauer, A. (2000): Erfahrungsgeschichten durch Story Telling - eine multifunktionale Wissensmanagement-Methode. Research report no. 127 of Ludwig-Maximilians University Munich.

© 2006 Dr. Mittelmann, ENWHP-knowledge-sharing.ppt