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Management
Rajkumar Roy Francisco M. del Rey Bert van Wegen Andy Steele
Cranfield University, Chamorro Unilever Research Unilever Research
UK Cranfield University,
r.roy@cranfield.ac.uk UK
fmdelrey@hotmail.com
Knowledge
Business process
processes
KM Knowledge
solution processes
Requirements Outcomes
second step. The measures that are obtained at the end of Knowledge
this stage are the strategic measures or lag indicators. The bottlenecks
lag indicators can tell whether or not the strategic
objectives are going to be reached but are deficient in
monitoring the operational level processes based on the
strategic objectives. Figure 5: KM project
4.2.2 Bridging The Strategic And The Operational Looking at the outcomes as entities, the practitioners have
Level to discover the attributes of the entities. The attributes on
The second stage of the framework is where the measures which the practitioners are interested are those that express
are derived, and holds three steps. Throughout this stage how the entity is contributing the Business process to reach
three steps are allocated. During the third step of the the Business objectives. This “how” is the key to get the
framework, the Knowledge process outcomes are brought PI’s and takes place in the following step.
to the PI development. KM projects typically identify the
knowledge bottlenecks with in a process and to solve them By knowing how the outcomes are contributing to the
is the requirement of any KM solution. KM solutions are Business process and which Business process is involved,
composed of Knowledge processes that provide the measurement can be highlighted by a measurement
action. Such actions are pointing out a specific issue in the
Within the business process, the KM project identified the With this entity attribute and further knowledge about the
knowledge bottlenecks that constrained the production business process involved, the action that should be
line. Consequently, the KM project proposes a KM measured is highlighted. This measurable action achieved
solution in which the knowledge bottlenecks are addressed. in the fifth step of the framework is on which practitioners
This case study focuses on a particular knowledge should focuses in order to come up with the measure. The
bottleneck within the KM project. It is “Improvement in measurable action in this case study is “Ratio: Number of
knowledge sharing across shifts”. As a result, the KM defects/ average number of defects among shifts”.