"to conceive of knowledge as a collection of information seems to rob the concept of all of its...

"To conceive of knowledge as a collection of information seems to rob the concept of all of its life... Knowledge resides in the user and not in the collection. It is how the user reacts to a collection of information that matters." –

Churchman

A Starting Premise

Knowledge is Power

Many companies are beginning to realize that the knowledge of their employees is the most valuable asset.

PEOPLE ARE CRUCIAL…..

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.

Company Knowledge

Resides in…

Documents

Potential KnowledgePotential

Knowledge

ExplicitTacit

Modes of Knowledge Generation

• Acquisition

• Dedicated Resources

• Fusion

• Adaptation

• Knowledge Networking

Acquisition Direct and Effective way --- acquire knowledge

•Buy the Knowledge

•Buy an organization

•Hire individuals who have Knowledge.

Companies buy other companies for various reasons:

• to generate additional revenue,

• to achieve a strategic size or product mix,

• to get access to new markets

• to gain the skills of a senior management team

Acquisition Acquirement other companies for knowledge.

Companies pay premium for adding new knowledge to their knowledge stock.

IBM's 1995 purchase of Lotus.

IBM paid $3.5 billion, 14 times Lotus's book valuation of $250 million.

The $3.25 billion premium IBM paid represents its appraisal of Lotus's unique knowledge of Notes and other collaborative software applications.

The minds that invented Lotus Notes are more valuable than the software itself.

Acquisition

British Petroleum gives a

Thief of the Year Award

to the person who has "stolen" the best ideas in application development.

The company recognizes that, when it comes to organizational knowledge,

Originality is less important than Usefulness

. Acquisition

Texas Instruments has created a

Not Invented Here, but I Did It Anyway Award

for borrowing a practice from either inside or outside the company.

The Spanish proverb

"Well stolen is half-done"

sums up this idea succinctly.

The knowledge-focused firm needs to have appropriate knowledge available when and where it can be applied, not to generate new ideas for their own sake.

Acquisition

Leasing outside knowledge

Company’s university Research Funding

Hoechst --- supports research

Department of Molecular Biology at Massachusetts General Hospital in hopes that it will lead to the development of profitable new drugs.

R&D efforts are always speculative

Acquisition

Renting knowledge really means renting a knowledge source.

Hiring a consultant for a project is an obvious example.

Knowledge source is temporary

High-level consultants are expensive

For maximum Knowledge transfer. Squeeze as much knowledge

Dedicated Resources

Knowledge creators and users may not even speak the same language. Xerox's Palo Alto Research Center --- mid-1970s.

Knowledge workers at Xerox PARC invented key elements of graphical interface computer

The mouse, graphical icons and menus.

The Management were not close enough to the research to evaluate the newly created knowledge.

Steve Jobs--- Apple computers built Macintosh.

A brief tour of Xerox PARC was sufficient to gather the fruits of research funded for years by Xerox.

Fusion

Matsushita first automatic breadmaking machine --- example of diversity

Matsushita combined three product divisions with different cultures rice cookers, toasters and coffeemakers, and food processors

The new product Combined the

First group computer-control expertise

Second group induction heater technology

Third group knowledge of rotating motors.

Knowledge management principles – help fusion

•Foster awareness-value of knowledge

•Identify key knowledge workers

•Emphasize the creative potential

•Make the need for knowledge creation

Encourage, reward , direct

•Introduce measures and milestones of success

Adaptation

Adapt or die is our fate; so We adapt and advance

Knowledge generation drivers• New products from competitors• New technologies• Social and economic changes

Success is often the enemy of innovation; it has been called the winner's curse.

Networks

Knowledge generation by informal, self-organizing networks within organizations .

Employees interact

• in person

• on the telephone

• and via e-mail

• and groupware to share expertise and solve problems together.

Difficult to codify --- adds to the knowledge of the entire company.

Processes Involved in Knowledge Management :

Creating

Mapping

Identification

Capturing Acquiring

Sharing

Storing

Applying

RPS

TYPICAL INFORMATION TYPICAL INFORMATION SHARING SHARING •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

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

Knowledge PoolKnowledge PoolNo. of Executives : 1585

Total BHEL Experience : 33000 years

Average Experience in BHEL : 20.8 years

RPS

Total BHEL Experience - Power Sector Executives

32 523 805

2436

53706787

9655

7301

20-25 25-30 30-35 35-40 40-45 45-50 50-55 55-60

Age Group(Yrs.)

Yea

rs

E1,E2

E3 E4 E5 E6,E6A,E7

GM,EDGM,ED

RPS

Jan’2002

Component Management Configuration Management

CAD/CAM/CAE Data Management

Product Data Management Document Management

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BladeBladeRev BRev B

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Model

Drawing

Drawing

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Note Instruction

Manual

Publication

Specification

Customer Order

Regulation

Image

Archive ChangeRequest

PerformanceData

Part Families

Rotor Option A

Rotor Option B

Rotor Option C

RotorRotorAssemblyAssembly

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ForgingForging

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CoverCover

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Enterprise Knowledge ManagementEnterprise Knowledge Management

Creation Of Knowledge Clip Board

( MOU Project ) of Site Related Problems

Start date : 15-06-2004

Completion date : Jan-2005

Project cost : 72.5 lakhs

PROJECT OBJECTIVES

Empowering BHEL Engineers with a

Centralised Database

Containing Problems faced during

Erection, Commissioning , Operation & Servicing, their Analysis & Resolutions

for BHEL Commissioned Projects

to enable them to take timely technical decisions in trouble shooting the defects

Creation of Repository of site related technical information through

Prompt accessibility & retrieval of information for quick and reliable trouble shooting

Capabilities building to trouble shoot problems of older technology

Development of more number of trouble shooters

Considering the wide range of products and number of collaborations for each product , it is necessary to facilitate our business sectors with information to take timely corrective actions and valid decisions

Project Goals

Generating additional business in the areas of SAS and R&M

Availability of important technical data on a centralised basis

Fast and easy archiving and retrieval of data

Cost reduction in operations

Maintaining capabilities in servicing / trouble shooting/ RLA & R &M of older machines needing attention to avoid the situation where expertise is depleting

High value services to customers

Improved customer satisfaction

Anticipated Benefits

Improved speed of Execution of Contracts

Less dependency of Manufacturing units

Saving time/ work due to reduced traveling

More value addition per Employee by Regions /Power sector

Renovation and Modernisation business

Marketing (PS & IS )

Quicker & reliable problem analysis & solutions associated with high value services

Repository of Information Generated and Digitised

A.. Feed Back Articles – Site related Since Year 1992-93

B. Let Us Know- articles describing state of art technology

C. Commissioning Procedures

1.Boiler & Auxiliaries & its Systems

2.Turbine & Auxiliaries & its Systems

3.Generator & its Auxiliaries

4.Cooling Water System

5. Other Commissioning Systems

Present status

Categorisation of Feed back articles – Product wise

Generation of Key words – for Search Engine

Procurement of Server, LapTops, Digital Cameras , Scanners and Application software ( Oracle 91)

Scope for further work

a. Extended to all 120 / 210 /200/250/500 MW BHEL Thermal Sets

b. Gas Turbines/ CCPPS

RPS RPS

It is not “Knowledge is Power

but Knowledge sharing is Power”

Thank You All