leveraging knowledge capital for business advantageikm.cnki.net/2018/ppt/am17ppt/infosys.pdf ·...
TRANSCRIPT
Leveraging
Knowledge Capital for
Business Advantage
Knowledge Management @ Infosys
KM @ Infosys
First Indian company to have entered the
Global MAKE* Hall of Fame
(*Most Admired Knowledge Enterprise) Global MAKE
12
Asian MAKE
15
Indian MAKE
13
Business Drivers and popular KM Practices
Competency Development & Talent Onboarding
Tips, Quizzes
& KM Mailers
Project
Induction Kit
Enablement
through KM
tools
Skill Matrix
and
Mentoring
Productivity & Quality Improvement
Automation
through tools
Reusable
checklists &
process
documents
Cross module
knowledge
transitions
Theme based
roadshows
Client Satisfaction
Client engagement
in KM activities
Improving domain
knowledge and
showcasing SMEs
Ideation and
proactive issue
resolution
Infosys KM framework, Formulated first in 2009
KM Culture
through
Engagement
and
Enablement
KM Rewards
and
Recognition
Program
People Develop KM
Culture
Process KM as part of
Business
Technology Content &
Collaboration
Best Practices from KM at Work
Integration of
KM Process
with Project life
cycle
KM Plans and
Deployment
practices
KM Portal of
managed Content
and Taxonomy
Video based
platform for micro
learning accessible
anytime, anywhere
New-age knowledge
assistant that
aggregates all org
knowledge at one
place.
KM Governance Content Architecture and Metrics
KM Tools and Solutions
Creating the next
gen KM solutions
for collaborating,
harvesting and
sharing knowledge
artifacts.
Engaging with
teams to support
their collaboration
and knowledge
sharing efforts to
augment client
benefits.
Promoting the
consumption of KM
solutions through
active
communication and
engagement
channels which
include
Communities of
Practice.
We believe in Breaking the Silos,
tools, deployment or engagement
whatever the knowledge need be.
Organization of KM at Infosys
KM Deployment
KM Engagement
Culture
Awareness
Promote KM
systems & practices
Organization wide
through
Communication and
Engagement
campaigns.
Enablement
designed through
training and induction
to build awareness
on KM programs and
practices.
Enablement
Platforms
KM Group is
transforming
workplace learning
by augmenting
learning and
collaboration through
digital platforms.
KM Network
A universe of
enthusiasts and
practitioner's who
Learn, Share
and Evangelize KM.
E.g.: KM Primes, KM
Anchors in projects
and accounts.
Rewards &
Recognition Events
A program to identify
and reward the best-
in-class org-wide KM
practices in projects,
communities and
exemplary
Individuals.
KM Group anchors
organization wide
events to increase
Knowledge share,
reuse and learning
through KM systems.
Nurturing a KM Culture
We have been
building a strong
KM Culture
through
KM Platforms & Solutions
KM Portal of managed
Content and Taxonomy
Video based platform
which facilitates
byte-sized learning
anytime, anywhere
Cloud based social
platform to converse,
collaborate and connect
New-age knowledge
assistant that
aggregates all org
knowledge at one place
© 2018 Infosys Limited, Bengaluru, India. All Rights Reserved. Infosys believes the information in this document is accurate as of its publication date; such information is subject to change without notice. Infosys acknowledges the proprietary rights of other
companies to the trademarks, product names and such other intellectual property rights mentioned in this document. Except as expressly permitted, neither this documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in
any form or by any means, electronic, mechanical, printing, photocopying, recording or otherwise, without the prior permission of Infosys Limited and/ or any named intellectual property rights holders under this document.
Thank You
Sensitivity: Internal & Restricted
Knowledge Sharing Mobarakeh Steel Group Esfahan-Iran
Mojdeh Mirenayat
Management and Excellence Systems
Expert
Esfahan`s Mobarakeh Steel Company
(MSC)
Sensitivity: Internal & Restricted
Knowledge Sharing
Outline
MSC at a Glance
How km is managed
MSC’s KM Program Structure
Knowledge Sharing in MSC
Facts and Figures About KM in MSC
Achievements
Sensitivity: Internal & Restricted
Knowledge Sharing
MSC at a Glance
Sensitivity: Internal & Restricted
MSC at a Glance
• Established in 1991 as the first flat steel plant
in Iran.
• Headquartered in Esfahan city with 7 operating
complexes.
• Employees :13500.
• 1 percent GDP
• Largest integrated steel producer in MENA
• Largest DRI Producer: 12 Midrex Direct
Reduction Units (10 m.ton and 15% of DRI
world production)
• Key products: Hot rolled (70%), Cold rolled
(25%), Tin Plate (1.5%), Galvanized & Color
coated coils (3.5%)
Sensitivity: Internal & Restricted
Mobarakeh Steel Group
95% Hosco. 52.57% Kashan steel co.
99.6% Sangan iron ore mine 98.87%
Mobarakeh Industrial & mineral
Co.
68.2% IRISA 99% MSC Eng & Tech
Co.
37.68% Tamko 99.6% Felez Tadarok
95% MSC Sport
&Cultural Club 70% Tara Steel Co.
65% Sepiddasht steel
Co. 66.3%
Chaharmahal Car Body
25%
Tuka Foolad Investment 32.16% Foolad Metil
Holding 16% Atieh Foolad
Holding
MSC
9 Companies 22 Companies
13 Companies
Sensitivity: Internal & Restricted
Iran in the world steel industry rankings 2007-2017
20 19
16 17 17
15 15 14 14 14
13
10
15
20
25
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
MSC produces more than 50% of Iran's Steel
production Source: World steel in figures 2017
Rank #1 in Crude Steel Production in the MENA (Middle East &
North Africa).
Sensitivity: Internal & Restricted
Strategy Map of Esfahan’s Mobarakeh Steel Company
(2017-2019)
Sensitivity: Internal & Restricted
Mo
ba
rak
eh
Info
rma
tio
n
Sys
tem
•Qu
ali
ty
ma
nag
em
en
t
sys
tem
s
•Su
gg
es
tio
ns
sys
tem
•Im
pro
ve
me
nt
pro
ject
syste
ms
•Do
cu
me
nt
ma
nag
em
en
t
sys
tem
s
•Qu
ali
ty C
irc
les
•R &
D
MS
C Q
uali
ty C
han
ge
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tem
•Hu
ma
n R
eso
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e D
eve
lop
me
nt
Sta
nd
ard
•Tra
inin
g m
an
ag
em
en
t s
ys
tem
•KM
Pro
gra
m M
an
ag
em
en
t B
ase
d O
n
AP
QC
Mo
del
KM
Po
rta
l
•Kn
ow
led
ge M
ap
•MA
KE
Aw
ard
Assessm
en
t
•Co
Ps
•Ex
pe
rts
kn
ow
led
ge A
cq
uis
itio
n
•MS
C K
M M
atu
rity
As
se
ss
me
nt
by A
PQ
C
•In
no
va
tio
n M
an
ag
em
en
t M
od
el
1991
1993
1996
1999
2003
2006
2008
2009
2011
2012
2013
2015
Year
Focus on manufacturing
capacity creation (till 1993)
Focus on Operations
(1994 to 2001)
Focus on Developmen
t (2002 to 2007)
Focus on Excellence
(2008 to 2011)
Excellence in International
level 2012 till now
•IS
O 9
001
/2000
• E
FQ
M A
sse
ss
me
nt
•In
telle
ctu
al C
ap
ita
l M
eas
ure
me
nt
2017
MSC KM timeline
Sensitivity: Internal & Restricted
Knowledge Sharing
Why KM in MSC?
Sensitivity: Internal & Restricted
Challenges and KM initiatives
Challeng
es • Product portfolio
development to enter new
international markets
• Improving quality of special
products
• Large number of employees
close to retirement
Knowledge initiatives
• Innovative projects
• R&D projects
• Technical meetings with customers and
suppliers
• Technical Consultants
• Change and improvement teams
• Internal and external trainings
• Lessons Learned
• Revising and updating procedures
• Succession planning
• Mentoring and coaching
• Knowledge books
• Lessons Learned
• COPs
Sensitivity: Internal & Restricted
Knowledge Sharing
MSC’s KM Program
Structure
Sensitivity: Internal & Restricted
Our KM Program Structure
Business
Process
Management
Business
Strategic
Planning
Comprehensive
Change system
Coaching
Team Working
Knowledge Bases
Supreme
Change Committee
Change and Improvement
Teams
Departmental Change Committees
19 Main Change Committees
Sensitivity: Internal & Restricted
Strategy and process linked KM tools and techniques
Developing and applying proper K-Sharing
tools and techniques
Setting KM strategy
Process Knowledge gap
analysis
supportive business
processes
Monitoring and Evaluating KPIs and organizational goals achievement
Monthly Report,
Audits, and
Quarterly
Reviews
• Team working
(collaboration) • Documentation
Work groups to assess technology, do benchmarking, analyze failures, and etc.
MSC business Strategies
Feed
bac
k
Sensitivity: Internal & Restricted
Knowledge Sharing
Knowledge Sharing in
MSC
Sensitivity: Internal & Restricted
Sharing approaches to deal with Knowledge challenges
Change Committees Structure
Change and Improvement Teams
Technical Groups (COPs)
Critical Knowledge Transfer
1
2
4
3
Sensitivity: Internal & Restricted
Change Committees in MSC
Business Process
Ch
ange
Co
mm
itte
es
Stru
ctu
re Function Function Function Function Function
Organizational Structure
Business Process
Business Process
Business Strategies
Sensitivity: Internal & Restricted
Change Committees Structure
Level 1-Supreme change
committee
Level 2-Main change
committees
Level 3-departmental change
committees
Level 4-teams
Sensitivity: Internal & Restricted
Change and Improvement Teams
Identifying
Improvement
Opportunities Project
Implementation
Documenting
knowledge of
the projects
1. Writing project
report
2. Standardization
and integration into
organizational
documents
1.Project risk
assessment
2.Project Planning and
Implementation
3.Defending the
project findings
1. Objective
oriented problem
exploration
2. Root Cause
Analysis
3. Finding Solution
(subject of project)
Sensitivity: Internal & Restricted
Technical Groups (CoPs)
Re
gu
lar
Co
P
meetin
gs
Technical
Groups
1. Does the current available knowledge allow us to achieve the objective?
2. What knowledge will we need to innovate and meet longer-term targets?
Sensitivity: Internal & Restricted
Technical Groups in MSC Group
HOSCo. Saba Steel Sangan iron
ore mine
MSC
Sepiddasht
steel Co.
Sensitivity: Internal & Restricted
Critical Knowledge Transfer
• Mentoring • Coaching • Documenting the
critical knowledge in training pamphlets and organizational procedures
Identifying
critical
knowledge Identifying
key experts
Selecting
knowledge
transfer
method
Selecting
learners Approval
of the
process and
incentives by
“Management
Committee”
Training the
experts on
the methods
Holding
knowledge
transfer
sessions
Assessment
and
recognition
• Immediacy of potential knowledge loss
• Potential cost of losing the knowledge
• Difficulty of replacing the knowledge
• Needed for current and future business strategies
• Necessary for a competitive advantage
• Undocumented or insufficient documentation
• Limited to one or two internal experts
Sensitivity: Internal & Restricted
Knowledge Sharing
Facts and Figures
about KM in MSC
Sensitivity: Internal & Restricted
Facts and figures about KM in MSC
Increasing HOSCO's firm value from 260 million USD to 650 million USD in 6 years by transferring MSC's operation knowledge.
Reducing learning curve in Saba Steel and increasing its production from 300,000 tons to 1 million tons
Gaining value from MSC’s knowledge
transfer to subsidiaries
306 Knowledge domains
33000 procedures and workflows
More than 600 Improvement Groups
About 800 Internal Trainers
More than 1000 Change and improvement projects in 2017
More than 12000 implemented employee suggestions in 2017
More than 11000 documented Lessons Learned in 2017
2000 revisions on procedures and workflows in 2017
110,000 USD Economic Saving in 12 projects in 2017
Sensitivity: Internal & Restricted
Our success factors
Managerial support
Knowledge seeking culture
Knowledge sharing motivation
Knowledge connectivity
Knowledge filtering and evaluation
Integrated IT infrastructure
Customer’s voice
Sensitivity: Internal & Restricted
Awards
Sensitivity: Internal & Restricted
Knowledge Sharing
Questions?
Sensitivity: Internal & Restricted
Knowledge Sharing
Thank you