The Knowledge Management Challenge - Assignment Example

MIS Question 1: The Knowledge Management Challenge (A) The types of knowledge that are going to be needed as PolySpec evolves For companies to achieve competitive advantage and meet their targets and strategies, they must be able to roll out their business processes in a faster and effective way than their competitors. To achieve that, they need to have better knowledge of their internal and external operating platforms. Knowledge management strategy will involve use of tacit, implicit, and explicit knowledge in creation and reuse of the corporate knowledge (Jennex, 2005, P.141). Tacit knowledge is stored in a person’s head and is not easily put into words, whereas explicit knowledge is expressed tangibly and can be stored in databases or documents. Implicit knowledge is found in a person’s memory and can be coded and stored in databases or documents (Jennex, 2005, P.141). These three types of knowledge are what form the intellectual capital that is needed by PolySpec as it evolves. (1) Internal process knowledge related to PolySpec work processes This includes the trade secrets of the company such as patents and technical papers, the composition of the products especially the ratio of combinations, acquisitions and their competitive advantages, blue prints and formulas. This is in addition to the internal operations and communications of the company that is not open to the public such as confidential conversations and documents. For example, Buddy holds four patents, has published several technical papers and he has hands-on management style (Fielder, et al n.d, P.2). PolySpec has made several acquisitions including Selby Battersby, Thiokol Formulated Products, and Flowcrete Plc (UK) with each merger bringing in new competitive advantage and products (Fielder, et al n.d, P.2). In addition, FEC 2233 product label does not contain information on the type and combination of elements it is made up of, since that information is part of trade secrets (Fielder, et al n.d, P.2). The internal process knowledge is involved in the acquisition stage of knowledge management process. This knowledge is held in person’s head, documents, and databases incorporated in the organization’s culture and procedures. (2) External process knowledge related to client tasks and projects This includes the knowledge of upcoming disputes regarding clients’ quality of workmanship, technical assistance to contractors, claims of mislabeled products, and product failures related to job conditions. For example, PolySpec technical personnel provide most of technical support through informal ways such as telephone conversations (Fielder, et al n.d, P.1). Also, the following litigations are as a result of product or project failure associated with PolySpec and its subcontractors: Instafreeze, Inc. vs. Environchem Technology and PolySpec Corp; W.J. Enterprises, Inc. vs. PolySpec Corp; Ladell Alexander, et al vs. American Cyanamid, et al; and B-Z-B, Inc, vs. Slip Free Systems, Inc, and PolySpec, L.P. (Fielder, et al n.d, P.7). The external knowledge process belongs to the knowledge acquisition stage of knowledge management process. (3) Product knowledge This includes the knowledge of company product categories, products professional opinions, product catalogues, product labels and product knowledge available in the company website. For example, PolySpec LP’s products falls into five major categories; however, earlier, it relied heavily on products catalogues and labels prior to starting to provide product knowledge in the website (Fielder, et al, n.d, P.4). Source: Fielder, et al n.d, P.5. Moreover, product knowledge belongs to the knowledge sharing stage of the knowledge management process. (4) Special knowledge about the customers/clients and/or suppliers/business partners This knowledge is associated with observance of patterns and trends regarding customers and business partners. For example, majority of the claims against PolySpec were associated with PPG Industries which PolySpec’s label customer (Fielder, et al, n.d, P.4). This special knowledge belongs to the knowledge utilization stage of knowledge management process. (B) List of knowledge systems and technologies recommended to the CEO, Buddy, of PolySpec 1. Intranets They provide a smooth platform for sharing information that is dynamic and enriched. The web server and web browser enable them to achieve greater access and integration of information by the workers. They act as knowledge silos within the company, thus, when integrated in the company’s knowledge management system, they are ideal for sharing internal process knowledge, hence they are designed for sharing tacit knowledge. 2. Document Management Systems They are good repositories for vital documents. Thus, they can be used for storing explicit knowledge. These systems are essential in creating, processing, and viewing of documents (Thierauf, 1999) 3. Information Retrieval Engines They are a type of knowledge silo that assists knowledge seekers to retrieve information they need from the knowledge repositories. They also have extra features that greatly improve their speed and precision in information retrieval. Thus, they are useful tools for accessing explicit knowledge. 4. Groupware and Workflow Systems They enable users in teams or units to communicate and collaborate within the company structure. They are also integrated into knowledge silos and they enable sharing of tacit information. 5. Push Technologies and Agents Push technologies enable transfer of applications and information to the end users in a more advanced way than emails. Agents are a more sophisticated technology that enables end users to specify the kind of knowledge they want to access. They are powerful tools that enhance sharing of explicit and implicit knowledge. 6. Help-Desk Applications They help organizations to cope with the internal and external requests for information. Thus, they enhance sharing of tacit, explicit, and implicit knowledge. 7. Brainstorming Applications They are designed to aid brainstorming process within an organization. They bring about creativity that leads to conversion of tacit into explicit knowledge. 8. Data Warehouses and Data Mining Tools They enable mangers to create and maximize relationships between clients, suppliers, and internal processes. By utilizing data mining tools on the data warehouses, mangers are able to find patterns in data and infer rules from them that guide them in decision-making and forecasting the effects of those decisions (Thierauf, 1999, P.97). These tools enable managers to access and use complex data by integrating tacit, explicit, and implicit knowledge. (C) New organizational roles that would need to be created in order to effectively implement any new knowledge management strategy that I recommend to Buddy 1. Chief Knowledge Officer Duties and Responsibilities The first role is acting as the overall unit manager for the knowledge management department in the company. The second role is facilitating collection and organization of knowledge in the knowledge management system. Third role involves facilitating smooth and efficient transfer and distribution of knowledge among the workforce. The fourth role is ensuring continued update of knowledge in the knowledge management system for the organization to remain competitive. Additionally, monitoring and motivating the staff working under his/her authority is another responsibility of Chief knowledge Officer. The last role is advising the company top management on the needed company up dates and changes in relation to knowledge management. 2. Knowledge Officers Duties and Responsibilities of Knowledge officer include: First, creation and maintenance of data warehouses; Monitoring and ensuring that the knowledge management system is up at all times; Laying ground works for the knowledge management system; Providing technical support to both internal and external knowledge process; Inputting data in the databases and updating them accordingly; Lastly, assisting in any other related duties as assigned by the management. Question 2 Multi-echelon inventory optimization is an application found within sophisticated planning software that enhances controlling of a supply network in a given way, which alters the expected prediction about the connection between locations. Multi-echelon enabled software is able to assume that different locations are interrelated. Thus, multi-echelon enables software to assume the parent and child locations are interrelated. Advantages of multi-echelon inventory optimization First, multi-echelon inventory optimization technology can be used to design a supply chain that aggregates demand across different locations and aid companies in locating inventory in the most effective locations in the supply chain (Bidgoli, 2010, P.209). Secondly, multi-echelon inventory optimization enables a supply chain to achieve a real network inventory optimization, since replenishment strategies for each echelon are implemented with regard to impact on the other echelons. Thirdly, multi-echelon inventory optimization allows a clear perception of inventory utilization across the network, as it considers all complex conditions such as demand uncertainty and supply variability compared to handling only a single echelon of locations. Additionally, it enables supply chains to perform simultaneous, global optimization for huge locations of stock- keeping units (Lee, 2003). Lastly, it ensures that the network does not carry excess inventory in form of redundant safety stock and the end user customer service disruptions does not occur even when sufficient inventory is within the network (Lee, 2003). Multi-echelon inventory optimization challenges Multi-echelon inventory optimization technology is mainly based on adaptation of Multi-Class Marginal Distribution Analysis algorithm that is marked with computational slowness and any effort to increase speed is accompanied by some inaccuracy (Liberopoulos, 2006, P.248). Moreover, there is demand distortion from the bullwhip effects on distribution chain and the total network costs remain unevaluated (Lee, 2003). Additionally, with multi-echelon inventory optimization there is exponential increase in complexities of managing the inventory. This is much defined especially in set ups were the regional distributor supply the local distributor who in turn supply the retailer. Lastly, a small company cannot drive much benefit from multi-echelon inventory optimization as a large company such as P&G because the cost for installing and maintaining the software are quite expensive and they normally require large databases from multi-locations. References Bidgoli, H. (2010). The Handbook of Technology Management: Supply Chain Management, Marketing and Advertising, and Global Management. NJ: John Wiley and Sons. Fiedler, A., et al, (n.d). POLYSPEC: The Knowledge Management Challenge. Jennex, M.E. (2005). Case studies in knowledge management. NY: Idea Group Inc (IGI). Lee, C.B. (2003). Multi-Echelon Inventory Optimization. Evant Inc. Retrieved from http://www.gsb.stanford.edu/scforum/documents/Multi_Echelon_Inventory.pdf Liberopoulos, G. (2006). Stochastic modeling of manufacturing systems: advances in design, performance evaluation, and control issues. Berlin: Birkhäuser. Thierauf, R.J. (1999). Knowledge management systems for business. CT: Greenwood Publishing Group. Read More