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Sharing Knowledge Through Processes
Transcript of Sharing Knowledge Through Processes
What is Knowledge
"Knowledge Management is the discipline of enabling individuals, teams, and entire organizations to collectively and systematically create, share, and apply knowledge, to better achieve their objectives"
- Ron Young, CEO/CKO at Knowledge Associates International
Two Types of Knowledge
This is the hard information we store in databases. It is the information of machines.
This is the soft information that we store in our heads. It is the information of people.
PMC Solutions, Inc.
SBA Registered Woman Owned Small Business (WOSB / EDWOSB)
Process and Project Management Support Services
Regional Malcolm Baldrige Awards
ISO 9001:2000 Registered (2004)
DHS IT Certified and Accredited
508 Compliant with v4.0 - Government Certified FIPS
Two NM Zia Quality Award Winning Clients
Seven NM Roadrunner Quality Award Winning Clients
Five NM Pinon Quality Award Winning Clients
Microsoft Certified Partner
New Mexico Technology Flying 40 Honorable Mention
Benefits of Knowledge Sharing
Reduced Process Execution Time
Increased Customer Resolution Accuracy
Reduction in Training Costs
Lessons Learned Become Guidelines
Legacy Knowledge Retained
ULTIMATELY SAVE TIME AND MONEY
PMCS Client Make-Up
Why It's Important
We generate vast amounts of raw data everyday, but how do we store it?
Succession Planning: How will retiring employees share their knowledge with the incoming workforce?
Create Value: Transform intellectual capital into organizational value.
Explicit vs. Tacit
"I know that's what the manual says, but this is how we actually do it."
Capturing Tacit Knowledge
How This Gap Affects Your Processes
Communicating Tacit Knowledge
Implementing Tacit Knowledge
Processes Reliant on Availability
Inhibits Continuous Process Improvement
Tacit knowledge can only be captured when it is found
Information is "Siloed"
1. Interview the Experts
2. Job Shadowing
3. Channel Informal Discussions Into A Collaborative Workspace
"Most Activities or tasks are not one-time events. Whether its drilling a well or conducting a transaction at a service station, we do the same things repeatedly. Our philosophy is fairly simple: every time we do something again, we should do it better than the last time"
- Sir John Steely Browne, BP, Harvard Business Review
Nonaka’s Model of Knowledge Creation and Transformation
Generate an Environment Conducive to Knowledge Sharing
CASE STUDY - Bernalillo County
PMCS has provided process analysis services to Bernalillo County for the past 3 years. Recently, PMCS was tasked with supporting an internal BERNCO Lean Six Sigma effort, aimed at identifying the complexity and costs associated with the employee timecard /timesheet process, performed by Timekeepers, to ultimately run the bi-weekly payroll. The projects main goal was to create a baseline measurement of the process, via detailed process mapping and documenting of the Timekeeping key process and sub-processes, in order to establish viable improvement options for the future.
1. Mostly Paper Process
2. Process Roadblocks
3. Cross-Departmental Communication
4. Costly Process
1. Identify IT Requirements
3. Upstream Activities & Downstream Activities
4. Knowledge Sharing Environment
Save Time and Money Through Knowledge Sharing
Don't Re-Invent the Process
Reduce Financial Impact of Process Errors
Spike the "Job Learning Curve"
A Call To Action...
Review and Update Standard Operating Procedures
Are They Outdated?
Do They Still Meet Your Needs?
Talk To Someone!
Share Process Information With Someone In Your Department
Talk To Someone In A Cross-Departmental Process