Quality and Knowledge Management Presented by: Tony Clarke Program Director, Manufacturing Career Pa

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Quality and KnowledgeManagementPresented
byTony ClarkeProgram Director, Manufacturing
Career PathwaysGateway Community and Technical
CollegeAmerican Society for QualityGreater
Cincinnati ChapterSeptember 20, 2005
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• Organizations dont create knowledge, people do.

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Organizational Knowledge Creation

• The capability of a company as a whole to create
  new knowledge, disseminate it throughout the
  organization, and embody it in products,
  services, and systems
• Requires the initiative of the individual and the
  interaction within a group

Nonaka, I. Takeuchi, H. (1995). The
Knowledge-Creating Company How Japanese
Companies Create the Dynamics of Innovation. New
York Oxford University Press.
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Organizational Knowledge Creation

• Tacit and explicit knowledge
• Knowledge spiral
• Core of knowledge creation is at the group level
• The organization provides the enabling conditions
• Is nonlinear and interactive

Nonaka, I. Takeuchi, H. (1995). The
Knowledge-Creating Company How Japanese
Companies Create the Dynamics of Innovation. New
York Oxford University Press.
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Hypertext Organization

• Three layers whose interaction allows the
  creation and accumulation of knowledge
• Business layer - the traditional hierarchy
• Acquires, accumulates and exploits explicit
  knowledge
• Project teams - Task force
• Creates new knowledge
• Knowledge base Not an organizational entity
• Recategorizes and reconceptualizes knowledge
  generated from the other layers
• Corporate vision and culture
• Technology

Nonaka, I. Takeuchi, H. (1995). The
Knowledge-Creating Company How Japanese
Companies Create the Dynamics of Innovation. New
York Oxford University Press.
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Hypertext Organization
Project-team layer
Collaboration between teams to promote knowledge
creation
High accessibility to knowledge base by
individual members
Teams are loosely coupled around organizational
vision
Team members form a hyper network across business
systems
Business-system layer
Knowledge-base layer
Dynamic knowledge cycle continuously creates,
exploits and accumulates organizational knowledge
Corporate vision, organizational culture,
technology, databases, etc.
Nonaka, I. Takeuchi, H. (1995). The
Knowledge-Creating Company How Japanese
Companies Create the Dynamics of Innovation. New
York Oxford University Press.
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Basic Premises

• Knowledge
• A change in the range of potential behaviors
• Organizational learning systems and knowledge
  management systems
• All organizations have organizational learning /
  knowledge management systems
• Quality management provides the context for an
  organizations organizational learning /
  knowledge management system

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Quality Management

• Interacts with knowledge management at two levels
  and across two dimensions

Quality System
Level of Work
Daily Process Improvement
Current Practices
Future Practices
Timeframe
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Quality Management

• Interacts with knowledge management at two levels
  and across two dimensions

Quality System
Level of Work
Daily Process Improvement
Current Practices
Future Practices
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Daily Process Improvement and Current Practices

• Builds knowledge
• PDCA cycle

• Builds knowledge
• Scientific Method

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Quality Management

• Interacts with knowledge management at two levels
  and across two dimensions

- Provides structural and behavioral worlds -
Replication - Documentation
Quality System
Level of Work
Daily Process Improvement
Current Practices
Future Practices
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Quality System and Current Practices

• Structural
• Channels of communication
• Information systems
• Physical environment
• Procedures and routines
• Systems of incentives
• Behavioral
• The qualities, meanings and feelings that
  habitually condition patterns of interaction
  within an organization

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Quality System and Current Practices

• Replication
• Sharing best practices, process improvement
  ideas between entities plants, shifts,
  departments, locations
• Overcoming
• Not Invented Here
• Were special
• Weve already tried that
• Fear of appearing that you cant solve your own
  problems

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Quality System and Current Practices

• Documentation
• The identification, documentation and
  dissemination of a better way
• When should a better way be standardized
• How do we update our documents
• How do we quickly and completely disseminate the
  new documentation so that it is implemented

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Xeroxs Eureka Database

• Knowledge dissemination for Service reps
• Create a database to preserve ideas over time and
  deliver them over space
• Established a user based process to help capture
  best practices
• A rep submits a suggestion to a local expert
• Together, they refine the tip
• Then it is submitted to a centralized review
  process by business unit
• Reps and engineers review the tips and call in
  product experts to resolve doubts and disputes
• Some are accepted / rejected / duplicates that
  are eliminated
• Accepted tips are placed in the database for
  worldwide access over the web
• Reps using the system know the tips and database
  is relevant, reliable and probably not redundant
• No rewards for tips names are attached to tips
  - social capital within workplace community

Brown, J. S. Duguid, P. (2000). Balancing
Act How to Capture Knowledge Without Killing
It. Harvard Business Review. May-June. pp.
73-80.
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Quality Management and Knowledge Management

• QM employs tools to learn and build knowledge in
  daily process improvement efforts.
• QM provides the structure and behavioral world
  that impacts the organizations learning and
  knowledge management system.
• QM uses tools to manage the quality management
  system that also manage knowledge and allow
  organizations to learn.
• KM provides another set of challenges for QM
  professionals

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Knowledge Management Skills for the Quality
Professional

• Current Skills
• Daily tools PDCA cycle
• Structural and behavioral world
• Replication
• Documentation
• Future Skills
• Using current skills for both tacit and explicit
  knowledge
• Improving how to improve process improvement
• Facilitation of knowledge sharing
• Events
• Communities-of-practice
• Behavioral world

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Quality Management

• Interacts with knowledge management at two levels
  and across two dimensions

- Provides structural behavioral worlds -
Replication - Documentation
Quality System
Level of Work
- Improving how to improve process improvement -
Tacit and explicit knowledge
Daily Process Improvement
Current Practices
Future Practices
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Daily Process Improvement and Future Practices

• Improving how to improve process improvement
• Improve processes
• Increase customer satisfaction through QFD
• Reducing defects through Six Sigma
• Eliminating waste through lean operations
• Improve how to improve processes
• How do we do QFD better?
• How do we do Six Sigma better?
• How do we do lean better?

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Daily Process Improvement and Future Practices

• Tacit knowledge - Knowledge that is
• Hard to articulate
• Defies documentation
• Is interwoven into action
• Explicit knowledge - Knowledge that is
• Easy to articulate
• Can be documented
• Can be understood separate from action

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Four Modes of Knowledge Creation
Nonaka, I. Takeuchi, H. (1995). The
Knowledge-Creating Company How Japanese
Companies Create the Dynamics of Innovation. New
York Oxford University Press.
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Cross-leveling of knowledge within Matsushita
Company
Easy Rich
Home Bakery
Division
Team
Nonaka, I. Takeuchi, H. (1995). The
Knowledge-Creating Company How Japanese
Companies Create the Dynamics of Innovation. New
York Oxford University Press.
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First Cycle of the Home Bakery Spiral
Nonaka, I. Takeuchi, H. (1995). The
Knowledge-Creating Company How Japanese
Companies Create the Dynamics of Innovation. New
York Oxford University Press.
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Second Cycle of the Home Bakery Spiral
Nonaka, I. Takeuchi, H. (1995). The
Knowledge-Creating Company How Japanese
Companies Create the Dynamics of Innovation. New
York Oxford University Press.
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Third Cycle of the Home Bakery Spiral
Sharing tacit knowledge among the
commercialization team
Creating the concept of Chumen
Justification against cost and quality requiremen
ts
Building the prototype Home Bakery
To the Cross-leveling of Knowledge
Nonaka, I. Takeuchi, H. (1995). The
Knowledge-Creating Company How Japanese
Companies Create the Dynamics of Innovation. New
York Oxford University Press.
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Three Cycles of the Home Bakery Spiral
Nonaka, I. Takeuchi, H. (1995). The
Knowledge-Creating Company How Japanese
Companies Create the Dynamics of Innovation. New
York Oxford University Press.
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Cross-leveling of knowledge within Matsushita
Human Electronics
Company
Easy Rich
Home Bakery
Division
Team
Nonaka, I. Takeuchi, H. (1995). The
Knowledge-Creating Company How Japanese
Companies Create the Dynamics of Innovation. New
York Oxford University Press.
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Quality Management

• Interacts with knowledge management at two levels
  and across two dimensions

• - Provides structural
• behavioral worlds
• Communities-of-Practice
• Knowledge Events

- Provides structural behavioral worlds -
Replication - Documentation
Quality System
Level of Work
Tacit and explicit knowledge
Daily Process Improvement
Current Practices
Future Practices
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Quality System and Future Practices

• Knowledge Sharing Events
• Knowledge fairs
• Quality needs to be involved as a participant and
  a supporter
• Knowledge Sharing Communities-of-Practice
• Facilitate and grow QM communities
• Support and participate in other communities

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Quality and Knowledge Management

• Coexist and overlap to deliver improved
  organizational performance
• Quality professionals must use their current
  skills and learn new skills to be effective in
  knowledge-based organizations

• - Provides structural
• and behavioral
• worlds
• Communities-of-Practices
• Knowledge Events

- Provides structural and behavioral worlds -
Replication - Documentation
Quality System
Level of Work
Tacit and explicit knowledge
Daily Process Improvement
Current Practices
Future Practices