Developing WaveRiders approach to Knowledge and Asset Management to meet the Criteria of EFQM

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19 Οκτ 2013 (πριν από 3 χρόνια και 11 μήνες)

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Developing WaveRiders approach to
Knowledge and Asset Management
to meet the Criteria of EFQM

Group B 2

Jerry, Nikhil, Kidd, Fabienne, Gurbani

Contents


Current status of WaveRiders


Knowledge Management


Concept of Knowledge Management


Learning
Organisation


Asset Management


Maintenance


Facilities Management


Life Cycle
Management


Security


Health &
Safety and Environmental Management


Budget


Timeline


Final Result for WaveRiders


Current Status of WaveRiders


Costs are too high


Cases of Overproduction


Possibility of savings in distribution


No clear future strategy


New product development, like engines, clothing and
accessories


No communication network or knowledge base within the
company


Employees concerned about redundancy


Unsafe working environment

Knowledge Management

Knowledge Management Concept

Learning Organization

Knowledge Management Concept

The
concept of Knowledge management
focuses on the
life
-
cycle of knowledge process where knowledge
is
generated and
then stored so that it can be distributed
and applied within an organisation.



WaveRiders

Knowledge Management GOALS:


Transform tacit knowledge into explicit knowledge


Develop and Implement knowledge management system for
WaveRiders





Benefits of Knowledge Management
for WaveRiders


Creates a learning environment


Facilitates better Inventory and Maintenance Management


Ensures Shared Vision and Culture within all the
organisational levels


Enriched understanding of customers needs, requirements
and expectations


Enable the company to quickly adapt to changes


Enable the organisation to identify and take advantage of
opportunities and learn from its mistakes


Increase in intellectual assets and corporate value



Currently, there is no effective system in place for the company to
adequately manage its knowledge resources.












.

Practices to convert tacit
knowledge into explicit knowledge


This

is

basically

“how”

the

knowledge
-
creating

company’s,

structures

and

practices

translate

a

company’s

vision

into

innovative

technologies

and

products
.


Western
View:


Organization is

a machine for information processing



Useful knowledge is:


Formal and
systematic, Quantifiable
(

hard

)
,
Easily
measurable


Japanese View:


Use of
slogans
,
Tacit
insights, intuitions, and hunches of
employees
,
Company
is not
a machine but a living
organism
, “
Everyone is a knowledge worker



WaveRiders

will

convert

tacit

knowledge

into

explicit

knowledge

by

following

the

Japanese

View

and

will

create

knowledge

by
:



by

linking

contradictory

things

and

ideas

through

metaphor
;


then
,

by

resolving

these

contradictions

through

analogy
;

and


by

crystallizing

the

created

concepts

and

embodying

them

in

a

model,

which

makes

the

knowledge

available

to

the

rest

of

the

company
.



Knowledge Management and EFQM
criteria


Knowledge management includes a people and IT focus


Leadership plays a crucial role in implementing
knowledge management within organisations


Allows leaders to predict their future
performance

EFQM: 4e. Information and Knowledge are managed to
support effective decision making and to build the
organization’s capability.



Learning Organization


Areas in which change is required to
become a Learning Organization


Vision



Culture


Strategy


Structure

Recommendations for
Waveriders

to
become a Learning Organization


Creation of a
vision:


To develop and maintain a sustained effort towards a culture of
continuous improvement along with focusing on the creation of an
environment where innovation and learning is encouraged.”


Create
time, space and environment for learning and continuous
improvement


Change
in policies and structures within the organization


Establishment of a Centre of
Excellence


Encourage managers to act as transformational leaders


Empowering and enabling the people of the organization


Career development
plans

Case Study: Rover

How Rover turned losses of $100 million into profits of $56
million by becoming a Learning Organization:


The management made it clear regarding the company’s
commitment to learning and how this tied in with the
strategy of the company as a whole


Establishment of Rover Learning Business in 1990


Each employee attended a course in any area of their choice


Structured career development plan


The Rover New Deal




Asset Management

Maintenance Management

Facilities Management

Security management

Life
Cycle
Management

Health
& Safety and Environment Management


Maintenance Management


Strategic planning


Identify objectives, functions, process to meet stakeholders’
requirements


Enhance competiveness through effectiveness management


Asset Operation


Utilize the current asset and feedback on it


Achieve efficiency and quality under operating conditions


Maintenance


Fulfill workable function, technical refreshment, condition
improvement


Review asset configuration to fit to
Strategical

objectives


Make value adding in manufacture and end up with satisfying
level


Ensure efficiency and longevity to retain asset or decrease rate of
deterioration


Replace/ Disposal


Enhance service through reconstructing/ replacing existing asset;


Continuous improvement in order to provide service


Maintenance Process associate with
knowledge asset

Material Requirement Planning


Material Requirement Planning


A tool to help answer:


What? How many? And when items are required?


Improvement of inventory turnover, Inventory
control, production planning, manufacturing
control


Factory
-
Master Case Study


Benefits of MRP


Greater proactivity


Time saved identifying and ordering requirements


Forecasting results in shorter lead times


Confidence to manage expansion


Transactions

Forecasts

Customer Orders

Engineering
Changes

Lean thinking in maintenance

Asset Management and EFQM

Policy Deployment

Facilities Management


Introduction


WaveRiders

currently has no Facilities Management in place.


It is important to manage assets in support of
WaveRiders

core business activities.


We recommend a Facilities Manager being employed by
WaveRiders

who will have the experience and expertise
needed to manage the company’s needs.


Benefits of introducing Facilities Management:


Increased employee productivity


Efficient management of property and space in the company


Costs may be minimized, while always predicted and in the
long
-
run, capital expenditures are planned and controlled.


Facilities Management


Case
Studies


Process and Engineering savings plan
-

Major Industrial Company:


Immediate
increase in productivity of 35%


Deliverables, milestones and plans clearly defined


£1m cost reduction


Staff turnover reduced by 50% within first 6 months


Top Technology House


Cost Savings 17%


Supplier improved service levels


Better use of the workspace resulting in improved staff productivity


International Pharmaceutical Company:


First
-
Year savings of 30%


Year
-
on
-
year savings of 12%


Outsourcing


Fleet Management


Improved transportation management will work to
reduce time, costs and final customer satisfaction.


Ensure vehicle specifications are met.


Most efficient routes (and trips) are taken to reduce
total fuel consumption. Introduction of live GPS system
which can monitor changes in traffic.


Facilities Management


Emergency Planning


No emergency plan in place


An emergency plan needs to be developed so that the company can
respond efficiently and quickly to any potential emergency situation.


Draw together experience and knowledge to identify potential threats.


5 phases in implementing the plan (
Reuvid

and
Hinks
, 2002):





As a result a solid plan will be in place, the correct people will be
contacted and necessary measures will be taken within the organization
to control the problem.



Facilities Management


Information Systems


Computer
-
aided Facilities Management deals with
automated tools which increase the productivity within
FM. Can assist with the following we have already and
will soon discuss:


Space management


Internal communications


Maintenance


Security Systems


Life Cycle costing



Alexander (1996)

Security


Virtual Security and Physical Security


Operational

Organizational

Security


Both Physical and Virtual Security need to be addressed for the
protection of the company.


Virtual:


Introduction of username/password protected information system.


Authorization


Controlled access throughout system.


Data back
-
up policies to be introduced.


A session with employees of what is acceptable/unacceptable within
company computer facilities.


Physical Security:


Introduction of CCTV cameras


Security Patrols


Lone worker policies


Access control


Reception tasks


Life Cycle Management


The process of managing the lifecycle of a product.







Some of the Benefits:


More efficient use of materials


Ability to identify potential sales opportunities.


Better control of the finances within
WaveRiders

Life Cycle Management

Life
Cycle
Costing

Market
Analysis Data

Engineering
Design Data

Reliability
and
Maintainabilit
y Data

Logistic
Support Data

Production or
Construction
Data

Consumer
Utilization
Data

Value Analysis
and Related
Data

Accounting
Data

Management
Planning Data

Health & Safety Statistics

Lastest

key annual figure in UK 2010/2011


1.2 million
working people were suffering from a work
-
related
illness.


171 workers
killed at work.


115 000

injuries

were reported under RIDDOR.


200 000 reportable injuries

(over 3 day absence) occurred (LFS).


26.4 million

working days were lost

due to work
-
related illness
and workplace injury.


Workplace injuries and ill health (excluding cancer) cost society
an estimated
£14 billion
(in 2009/10)




Accidents and ill health are costly to company workers and their
families

Health & Safety Management



Key elements of Successful Health and Safety Management

Source:
HSE,2008

Health & Safety at Work Act 1974

Employer Responsibilities



Establish healthy and safe systems of work and a safe working
environment



Provide information and necessary training to ensure employees’
health and safety


Provide safe plant, machinery, equipment and appliances

Employee Responsibilities


comply with general workplace policies and procedures on
attending mandatory training sessions provided by Wave Riders.


Appoint a health and safety representative from the workforce

Risk Management


Health & Safety at work is not a
one
-
off
situation

it is part of a constant
cycle.
Most
of which takes place before you even commence work on
site


This is Wave Riders responsibility to identify potential risks and hazards in the
workplace, for example through Environmental Risk Assessment

How to assess the risks the work place:


Step 1: Identify the hazards


Step 2: Decide who might be harmed and how


Step 3: Evaluate the risks and decide on precautions


Step 4: Record your findings and implement them


Step 5: Review your assessment and update if necessary


Source: HSE 2011

Environmental Management


EFQM criteria 8 (Society Results) states :


Excellent organisations comprehensively measure and
achieve outstanding results with respect to society



A long
-
term goal of EM systems (EMS), like that of QM
systems, is to move towards a proactive, preventive
stance through the incorporation of environmental
issues into product design, technology
-
related decisions,
the entire manufacturing process and customer service.
(
Tari

and Molina
-
Azorin
, 2009)

Environmental Management
System (EMS)



EMS structure is commonly
referred to as Plan Do
Check Act



A measureable continual
improvement




This is recommended
Wave Riders

should follow
the structure provided
by
ISO 14001

ISO 14001


Effective EMS for
Wave Riders


An internationally accepted standard


Designed to address the balance between maintaining profitability,
reducing environment impacts and risks

Benefits for
WaveRiders

of using EMS


Reduce operating costs through waste reduction, energy conservation,
and other saving


Reduced legal risk and potential liabilities


Fewer fines and other
regulatory complications over time since regulatory requirements are
identified and met


Increase employee awareness and accountability


Create a positive image for Wave Riders


Enhances customer trust


Costs


Establishment of a Centre of Excellence:
£100,000


Career
development plans:
£50,000


Maintenance p.a.: £11,000 (
Edwards, Holt, &
Harris, 2000
)


Training employees in Health and Safety: £18,000


Security: £10,000



Knowledge and Asset Management
Time Implementation Plan


Gantt chart to show how we advise time to be spent on
these implementations:





Quarters

Q2.1
2

Q3.1
2

Q4.1
2

Q1.1
3

Q2.1
3

Q3.1
3

Q4.1
3

Q1.1
4

Q2.1
4

Q3.1
4

Q4.1
4

Q1.1
5

Inform Organization

1





Asset Management





























Organizational Learning

11























Knowledge Management





























Security

1







Health and Safety

1



























Environment

1



























Maintenance

2



























Facilities Management

8



























Life Cycle Management

8

























The Future of
WaveRiders


WaveRiders

will become a Learning Organization


Regular maintenance plan in place.


Transportation Outsourced.


Controlled finances


Increased employee productivity


Managed facilities


A Safe, Secure Environment to work in for all employees and
customers
.


WaveRiders

: you are on your way to Excellence!


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-
Master Case Study: The Benefit of Material
Requirments

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Tersine
, R.J., 1994.
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;
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